SlideShare a Scribd company logo

Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report

•
•
C
Chase Gingerich
1 of 112
Download to read offline
      2015     School  of  Public  and   Environmental  Affairs       Spring  2015  V600   Capstone  Class     REGIONAL   ECONOMIC  AND   COMMUNITY   DEVELOPMENT  IN   SOUTHERN   INDIANA  
    1   Contents   Executive  Summary  .....................................................................................................................................  3   Regional  Tourism  Development  Plan  ...........................................................................................................  5   External  Marketing  ..................................................................................................................................  5   Building  a  Regional  Brand  ....................................................................................................................  5   Target  Marketing  Specific  to  the  Chicago  Area  ...................................................................................  8   Target  Marketing  Specific  to  the  St.  Louis  Area  .................................................................................  10   Target  Marketing  Specific  to  the  Louisville  Area  ................................................................................  12   Attract  Indiana  University  Alumni  to  Revisit  the  Area  .......................................................................  13   Tourism  as  a  Recruitment  Tool  ..........................................................................................................  14   Internal  Marketing  .................................................................................................................................  16   Promoting  Indiana  Artisans  ...............................................................................................................  16   Increase  Collaboration  between  SIRMC  and  Explore  Southern  Indiana  .............................................  17   Recommendations  for  Age-­‐Targeted  Marketing  ...............................................................................  18   Increasing  Collaboration  between  County  &  State  Tourism  Offices  ..................................................  20   Tourism  Mapping  ...................................................................................................................................  21   Interactive  Map  ..................................................................................................................................  21   Static  Map  ..........................................................................................................................................  23   Recommendations  .............................................................................................................................  23   URLs  for  the  Maps  ..............................................................................................................................  25   Appendix  ................................................................................................................................................  26   Regional  Workforce  Development  Plan  .....................................................................................................  29   WorkOne  Indiana:  Utilizing  Existing  State  Resources  ............................................................................  29   Regional  Presence  &  Function  ............................................................................................................  30   Strengths,  Weaknesses,  Opportunities,  and  Threats  (SWOT)  ............................................................  33   Best  Practices  .....................................................................................................................................  34   Challenges  ..........................................................................................................................................  35   Recommendations  .............................................................................................................................  36   Stem  Initiatives:    A  Non-­‐Profit  Approach  ...............................................................................................  37   STEM  Education  in  United  States  vs.  Other  Countries  ........................................................................  37   Importance  of  STEM  Education  Initiatives  .........................................................................................  38  
    2   Potential  Solutions  for  Current  Situation  ...........................................................................................  39   Proposed  Solutions  .............................................................................................................................  40   Afterschool  and  Summer  Education:  Privately  Funded  Programs  .........................................................  42   Existing  Regional  Programs  ...............................................................................................................  42   Strengths  of  Existing  Programming  ...................................................................................................  45   Weaknesses  of  Existing  Programming  ...............................................................................................  45   Best  Practices  .....................................................................................................................................  46   Recommendations  .............................................................................................................................  46   Program  Evaluation:  Pre-­‐Screening  &  A  New  Approach  ........................................................................  49   Why  is  Evaluation  Necessary?  ............................................................................................................  49   Evaluating  Program’s  Effectiveness:  Best  Practices  and  Findings  ......................................................  50   Evaluation  Template  for  Proposed  Programs  ....................................................................................  53   IU  Rural  Center  of  Excellence  .....................................................................................................................  59   Executive  Summary  ................................................................................................................................  59   Background  ............................................................................................................................................  62   Project  Strategy  .................................................................................................................................  63   IU  Bicentennial  Strategic  Plan  Integration  .........................................................................................  63   Stakeholder  Analysis  Overview  ..........................................................................................................  64   Rural  Center  of  Excellence  Focus  Areas  .................................................................................................  66   Focus  Area  1:  Rural  Business  and  Rural  Cooperative  Development  ...................................................  66   Focus  Area  2:  Rural  STEM  Programs  ..................................................................................................  72   Focus  Area  3:  Rural  Health  &  Substance  Abuse  .................................................................................  75   Focus  Area  4:  Rural  Technology  and  Broadband  ...............................................................................  81   Other  Opportunities  ...............................................................................................................................  84   Challenges  ..............................................................................................................................................  86   Conclusion  ..............................................................................................................................................  87   Appendix  I:  Stakeholder  meetings  ..........................................................................................................  88   Appendix  II:  Relevant  Faculty  Members  .................................................................................................  89   Appendix  III:  Grants  List  .........................................................................................................................  94   Bibliography  –  Regional  Tourism  Development  Plan  ...............................................................................  103   Bibliography  –  Regional  Workforce  Development  Plan  ...........................................................................  103   Bibliography – IU Rural Center of Excellence  ........................................................................................  107  
    3   Executive  Summary   Tourism Development: Tourism is a major industry in southwest central Indiana, serving as a significant economic driver in the 11 counties detailed in this report. However, there is still room for the growth of tourism in the area. In order to more fully develop this sector in southwest central Indiana, this report makes recommendations within three categories: external marketing, internal marketing, and tourism mapping. External marketing recommendations include building a regional brand for tourism, pursuing specific target markets in nearby major population centers, utilizing Indiana University’s alumni base, and advertising tourism as a recruitment tool for businesses. Internal marketing recommendations include increased promotion of the Indiana Artisans, improved communication and collaboration between Explore Southern Indiana and the Southern Indiana Regional Marketing Co-op, instituting specific marketing for age demographics, and designating tourism support staff at Radius Indiana. Tourism mapping recommendations include the use of interactive online maps, which we have built, and the eventual expansion of these maps through a fee-based option. These groups of recommendations are intended to coalesce in such a manner as to unify the area in a collective effort to increase tourism activity, and the ensuing economic benefit, in southwest central Indiana. Workforce Development: This report outlines workforce development in the SWC Indiana region through leverage of a combination of public, nonprofit, private and independent evaluation approaches. It recommends that the regional WorkOne one-stop career centers adopt and expand proven best practices from other areas of the state, as well as expanding marketing, web-presence and social-media efforts to expand awareness of state programming. The Nonprofit approach recommends the establishment of standardized STEM curricula in regional schools through partnership with local nonprofits such as Project Lead the Way, ensuring engagement with STEM topics and skills early in student development. Further opportunities exist for private partnership in the area of Afterschool and summer education, utilizing local industry and business funding and relationships to develop extracurricular activities that adequately prepare local students and youth to effectively enter the local workforce. Finally, the report provides examples of effective program evaluation principles and techniques and details a template designed to enable Radius Indiana to evaluate prospective programs based on a wide range of determining factors.
    4   IU Rural Center of Excellence: Based on findings from the Battelle Strategic Plan for southwest central Indiana, this report recommends that Indiana University establish a “Rural Center of Excellence” to coordinate research and programming in the eleven-county SWC Indiana region. This team recommends four focus areas for the center: 1) Rural Business & Cooperative Development, 2) Rural STEM Education, 3) Rural Health & Substance Abuse, and 4) Rural Technology & Connectivity. The report details numerous peer institutions already conducting similar activities and demonstrates the need for this type of action within the region. As detailed in the report, many rural-focused activities are already ongoing at IU. Additionally, many ongoing programs and research projects in other regions could be replicated and applied to the SWC Indiana region. Finally, the report provides a list of possible federal funding mechanisms for the establishment and implementation of the Rural Center of Excellence. By creating and investing in this center, Indiana University can become a glowing example of what public institutions can do for their local regions while also continuing to build its brand as a globally-renowned research institution.    
    5   Regional  Tourism  Development  Plan   External  Marketing       Building  a  Regional  Brand   The creation of a regional or 'place' brand for an area is key to several sectors for any developing economy, including tourism and business development. This is achieved by creating a regional brand and identity. A successful regional branding evokes a sense of place in those who think of it, much how Napa Valley evokes a feeling of leisurely strolls through a winery or Las Vegas gives a sense of wild times and gambling. For the most part, these campaigns are centered on states or cities rather than a particular region, but successful branding of a regional area is quite possible, especially within a limited target geographic market. Studies1 have noted that a successful campaign must adjust to the local context, and are reliant on the passion of independent project leaders and a profound connection with local networks across the business, government, and nonprofit sectors. Furthermore, a strong sense of place and pride within the inhabitants of the region is important, as it is their voices and culture that is being magnified for the outside world- why would a tourist or potential business come to the region if the people do not love their own homes? Southern Indiana: America's Heartland The primary over-arching brand to drive home in future advertising campaigns should be America's Heartland. There are two general categories of attractions and qualities that embody southwest central Indiana, and these are the small town feel and the outdoor attractions that grace the region. "America's Heartland" captures the essence of both of these qualities by harkening back to the frontier days of Indiana, where the wilds were unexplored and the towns were small, but industrious and patriotic. The region can use its history as a draw towards the people of the surrounding cities, such as Chicago, Louisville, and St. Louis, by having people recall with nostalgia the Westerns they watched as children and their grandparents farms and homes in rural areas; parents will want to connect their own childhoods to the lives of their children, by showing them what small-town America looks like via the small towns and attractions of southwest central Indiana. Likewise, the many outdoor areas in the region will be appealed to by recalling schoolyard tales of folk heroes like Davie Crockett and Lewis & Clark; as the many beautiful vistas of Indiana are relatively unknown to most people in the nearby cities, adding the air of mystique and exploration implied by the pioneer spirit of America's Heartland. Of note, however, is that the terminology ‘southwest central Indiana’ should not be used in any advertising. The key to sticking an idea in someone's mind is to connect the tag-line to the area in question. As southwest central Indiana is an unwieldy name, at best, it introduces mental barriers                                                                                                                           1  (Dredge  &  Jenkins,  2003)  (Messely,  Dessein,  &  Lauwers,  2010)  
    6   into the minds of target audiences. In any marketing strategy, the alternative of using 'southern Indiana' is preferable in that is it easily memorable and less mentally intrusive. Brand Focusing America's Heartland is the overall message to push in advertising to external tourism markets, in that it is the central theme to base around individual markets and target groups. Explored below are several sample target markets and potential brand messages that fit within the idea of America's Heartland but are more tailored to each audience. Examples of brochures, flyers and other ads with these messages are located in the appendix. Outdoor Adventure- America's Hidden Gem: Southern Indiana Nature enthusiasts and outdoor adventurers, such as rock climbers, kayakers and hikers, are adventurous by definition, always seeking out new locations to explore. As the southwest central Indiana region has many natural attractions but relatively few tourists, this marketing strategy is to play up that the region is unexplored. This gives the target audience the feeling of being the first in their peer group to discover new sights and the ability to show these locations to their friends. Thus, it adds in the social dimension of leadership in the target audience as well. -German Ridge Trail, Hoosier National Forest Family Vacations- Explore America's Heartland Particularly over school summer vacations, families partake in vacations with their children, visiting historic sites and celebrating patriotic holidays such as July Fourth and Memorial Day. The small towns and festivals in this region of Indiana are poster-children of Americana, thus very attractive to parents hoping to explore America's rich history with their kids. Marketing campaigns targeted at parents in the spring to encourage participation in summer festivals,
    7   boy/girl scout camps, fishing, and hiking will help draw in seasonal tourism revenue from families with younger children, especially from the nearer cities of Louisville, Chicago and St. Louis. Stress Relief- Return to a Simpler Life in Southern Indiana The workers and suburbanites in the nearby cities have relatively fast paced lives like all city dwellers. Targeting these stressed business people for vacations should focus on the slow-paced entertainment common throughout the area. These include eating and drinking at one of the wineries on the wine trail, horseback riding in a state park, lazy mornings at a bed and breakfast, and a sunset round of golf at a PGA ranked course. These visions of relaxing activities are appealing to those people looking for a short vacation away from the kids, as well as those searching for an outing with their friends or with business partners looking to close a deal; all without needing to pay a fortune for a resort in Colorado or Florida. Pushing the affordability and ease of access to these amenities should bring in tourism dollars from short-term vacationers. -Indiana Wine Fair 2014, Story Inn in Nashville Conclusion Southwest central Indiana's attractiveness relies on its hometown feel and its outdoor activities to bring in tourism from outside the region. America's Heartland helps bring these two groups into a cohesive message of patriotism and exploration, telling adventure seekers and vacationers alike that they can find what they seek here. The America's Heartland message is highly flexible and is highly relatable to many target groups. Visual imagery and photography of the various attractions in the region will be key, as at the moment few people outside of the region know of the area. As sight is the primary sense, showing people what they can find here is important to bringing in their business.
    8   Target  Marketing  Specific  to  the  Chicago  Area   Chicago The ‘Windy City’ is America's third largest city, with more than 9 million people living within the greater Chicagoland area. The greater Chicagoland area is growing rapidly with people all ages and socioeconomic status living within the region. Due to the large number of suburbs and exurbs, it is difficult to pinpoint average income and other household-level statistics for the region, but due to the sheer scale of the city, it can be assumed that there are large amounts of any targeted demographics within the media area. With that said, the incorporated city itself has a median income of $44,000, and more than half of the population lies between the ages of 15 and 44. A further 22% are between 44 and 65, making a majority of the city population within the peak of their purchasing power. Far more important to our analysis are the attractions that are provided within Chicago and what sorts of attractions are not readily available to the population. The city is home to a large number of artists, theatres, museums, sports, bars, parks, libraries and most other day-to-day entertainments one can think of for little to no cost. Thus, marketing to Chicago must rely on the rare amenities that the southwest central Indiana region has available and Chicago does not. The natural splendor of Indiana is the largest attraction to the southwest central Indiana area, something which the city lacks. The slower pacing and small town feel of the towns within this region are also notably different from the industrial Chicagoland area. Thus, marketing to the Chicagoland region may focus upon short-term 'get away from it all' trips for stressed families and workers looking for a slower pace and the serene outdoors. The low cost of rental housing, entertainment and transportation are suitable for marketing towards low to moderate income families and social groups as an event destination. The beautiful vistas of Indiana are also marketable to the young people of Chicago as cheap destinations for weddings, reunions and other mid-sized get-togethers. Stress Relief Life within large cities such as Chicago is very energetic, but also highly stress-inducing. Workers and families with limited budgets are able to afford a 3 hour drive but not a plane flight to one of America's cheaper destinations. Thus, Southern Indiana is well positioned to receive travels on a mid-sized budget for short term vacations. The slower paced towns of the region are excellent draws for families that wish to have their kids learn American history while on a trip, while also allowing parents and couples to relax at their own pace in the various outdoor activities, shopping and other entertainment within the region.
    9   -Wedding reception at White Creek Acres in Columbus Girl's/Boy's Weekend Out The large number of wineries and golf courses within the southwest central Indiana region are well-placed for marketing campaigns appealing to men and women in their late 20s to early 30s. The wineries, horseback riding and other similar activities are appealing to groups of young men and women wishing to get away from their spouses and work by traveling with their friends to cheap luxury activities such as the bed and breakfasts and wineries in Indiana. Likewise, people who are looking to bond with business partners, friends and social groups can take advantage of the PGA-ranked golf courses in the area, of which there are few within the Chicagoland region. Party and Wedding Destination The availability of cheap rentals and venues within the scenic hills of southwest central Indiana makes the area suitable for marketing towards several groups of people. The central location of the area (between St. Louis, Chicago, Louisville, Indianapolis and other cities) creates a crossroads easily reachable by multiple groups. Gatherings of friends, wedding parties, and reunions of all sorts are suited perfectly for southwest central Indiana. First, wedding groups looking for luxurious facilities without a great cost can choose this region as the location for a wedding and/or reception for their family, as there are several farms, event centers, scenic churches and other suitable places for weddings. The low cost of rental housing and hotels also can appeal to families looking to have a family reunion within the area. Finally, groups of students, young professionals and other social groups are able to rent housing in this region for longer outings, granting them access to the caves, wineries, golf courses, hiking and other entertainment nearby while allowing them privacy at night to enjoy themselves as they wish. Recommendation Overall, we recommend that marketing towards the Chicagoland area focus on bringing in social groups and families, especially in the low-mid income range. The highly paid professionals of the city will not likely choose Indiana as a destination, but the close proximity of this region to
    10   Chicago, as well as its low prices for rentals, entertainment and transportation create an excellent destination for events of all sorts.   Target  Marketing  Specific  to  the  St.  Louis  Area   St. Louis St. Louis is a city of nearly three million people situated about 3.5 hours from the counties within the purview of this report. The city's median age is 34, a prime target age for families with children between 6 and 16. This provides an opportunity for family friendly weekend trips to see Indiana's natural areas. The annual household income is around $60,000 dollars a year, with a cost of living 6% below the national average, giving the people of St. Louis moderately sized disposable incomes. Furthermore, the topographical make-up of the city's surrounding regions is quite different than that of Indiana. The hills and rivers of southwest central Indiana are distinct from the plains and foothills common throughout Missouri. The city is also ranked by Forbes as a top 100 city for business in the United States, with industries centered in bio-sciences, education and healthcare. As southwest central Indiana is another center of biological and physical sciences due to the Crane naval base, there are opportunities to attract businesses to the region for both business retreats as well as potential expansions. With a young, growing population at the prime of their lives, the city is an excellent candidate for marketing opportunities, particularly those focused on family weekend trips and small-to-medium sized business retreats. -Amish horse and buggy in rural Daviess County
    11   Family Friendly Activities Southwest central Indiana has the potential to attract families with adolescent and teenaged children from St. Louis. The natural areas that are a highlight of this portion of Indiana can be used to attract family and group outings to the forests and nature-focused destinations in the region. Much of Missouri is dominated by the Ozark Plateau and northern Plains climate zones- a focus on advertising the opportunities for hiking, fishing and other outdoor activities could attract families and groups such as the Boy Scouts to the region for weekend and summer activities. The low cost and high quality of Indiana's local restaurants and hotels near the parks is also attractive to families looking to save costs on their vacation activities. A push for the expansion of summer camps and camping zones alongside the state and national parks services could be key in attracting families to the area. Business Opportunities There are a large number of small hotels and bed & breakfasts throughout southwest central Indiana, particularly around the region of Crane naval base. Both St. Louis and this part of Indiana share industry in the biological and defense sectors. A focus on attracting businesses to the area for strategic meetings and business retreats can bring both short-term and long-term business to the area. The facilities in this region are suitable for small business meetings and offer a range of recreational activities in the surrounding area. Between access to key industry players in the bio-defense industrial cluster based around Crane naval base and the recreational infrastructure available nearby, southwest central Indiana is an excellent location to develop business retreats and conferences for companies from the St. Louis area. Business groups that enter the region for conferences and retreats are also easily available targets for selling the benefits of Indiana as a center of low-cost business expansions. Selling the industrial cluster, low taxes, cheap land and workforce development efforts to businesses during retreats has the potential to increase the number of companies doing business in the region. Recommendations Overall, we recommend advertising our available wilderness zones as family-friendly to St. Louis' population, with a focus on Boy/Girl scout groups and other adolescent organizations to attract family vacations. We also recommend promoting the region to St. Louis' businesses as a location for business conferences and retreats, with an emphasis on the bio-science and defense industries within St. Louis. The tourism industry of the southwest central Indiana area will gain direct business and the local bio-defense cluster around Crane naval base can add new companies to its portfolio.  
    12   Target  Marketing  Specific  to  the  Louisville  Area   Louisville The city of Louisville, Kentucky, with the surrounding Jefferson County included, is home to a population of 756,832 residents with median per-capita income of $27,925 as of the 2014 census. 63.1% of the population is between 18 and 65 years of age, with a median age of 37. Since the majority of the population is in the active workforce age demographic, and the cost of living is 10.1% below the national average, this is a city where residents would be more likely to drive short distances to nearby destinations to minimize travel costs in their activity plans. While the Louisville and Jefferson County areas do have many of either the same or competitively similar tourism offerings to the southwest central Indiana area, what they do lack are lake related outdoor water recreation. The GoToLouisville.com website already lists Indiana Caverns and Squire Boone Caverns as two of its destinations that are in southern Indiana, there is definitely room for more offerings that can be provided by the southwest central Indiana region. Tourism options Outdoor water activities on Lake Patoka would be an activity that this region would be able to provide to tourists from Louisville, where the area lacks a comparable local alternative. French Lick Resort & Casino is already being suggested in Louisville tourism sites, so it would not be a stretch to add Paoli Peaks and Lake Patoka to this list. Alcohol production tours that southwest central Indiana offers are less likely to be successful in this market due to the Kentucky Bourbon trail, though marketing our vineyards using the angle of the usage of regional grapes for their wine could have some value to connoisseurs. Although there is a strong and established artisan community in Paducah, Kentucky, tourists leaving from Louisville could travel a shorter distance to see regional artisanal products from southwest central Indiana. The artisan trails offer free exposure to the work of local Indiana artisans, as do the open studio hours many artisans keep in the month of October. -Patoka Lake
    13   Business opportunities The inventory assessments for Crawford, Daviess, Martin, and Dubois Counties have a large number of businesses that are either restaurants, local grocery and general stores, or are artisanal food producers. These restaurants and producers can receive more exposure and reputation by creating customizable culinary and farm tours that each county can offer in a “taste of (name) county” type of promotion. In the counties with Amish family owned restaurants and produce these businesses can be incorporated into either a heritage tour in the county or a dedicated heritage food tour, depending on the county and available businesses. The demographics of the Louisville tourists are such that they will most likely be of working age that keep a significant amount of their income after living expenses and therefore likely to want to do an activity outside of town and be back that night or maybe the next day. We want to capitalize then on higher volumes of tourists coming from Louisville and market more towards close activities that they either do not have in their home town or are just different enough to give the impression of novelty. Attract  Indiana  University  Alumni  to  Revisit  the  Area   The alumni of IU represent a fantastic opportunity for southwest central Indiana region to increase the number of recurrent tourists. IU alumni live throughout the entire world, but there is a high concentration of alumni throughout the Midwest that constitute a market with a high probability of visiting the area. The problem is that when they do visit, they mainly stick around Bloomington without ever getting out into the rest of the surrounding area. Instead of this, the attraction of IU should simply serve as a launching point to convince alumni to experience the rest of southwest central Indiana during their time here. This can be accomplished through increasing collaboration between Radius and the IU Alumni Association (IUAA). By working together, Radius could use a relationship IUAA to advertise a plethora of tourism opportunities to IU alumni. For example, before the annual Homecoming football game and tailgate, Radius could provide IUAA with a list of lodging alternatives throughout the region. Also, many alumni have young families, thus making it appropriate to provide them information regarding the vast number of family-friendly outdoor activities that the area has to offer. This would incentivize alumni to bring their entire families with them when they visit.
    14   -The Sample Gates at Indiana University in Bloomington Radius could also use a relationship with IUAA to reach out to alumni directly. Every summer IUAA hosts the Alumni Leaders Conference at the IU Bloomington campus. IUAA runs a variety of activities and engages other IU offices in order to provide a fun and entertaining experience to the IUAA members that are able to attend. This annual event presents wonderful opportunities to those that are in attendance; from showing the variety of changes and exciting initiatives taking place around campus, to a chance to network with other alumni from all over the world. Radius could take advantage of this event and use it as a forum to quickly disseminate tourism information to a wide array of alumni. In summation, IU’s large number of alumni that live within reasonable distance of the southwest central Indiana region constitute an invaluable opportunity to increase tourism within the area. They have a strong connection to their Alma matter and this personal relationship they have with the university should be able to be parlayed into frequent visits to this part of the state. By partnering with the IUAA, Radius can use this source of recurring visitors to market specific aspects of tourist attractions throughout the region to great effect. Tourism  as  a  Recruitment  Tool   In order to create interest in living in southwest central Indiana and retain more residents, the tourism sector can also be employed as a human resources recruitment vector. The most direct and simple approach would be to have a board or kiosk in the tourism offices that provide contact information for local area businesses that are currently hiring. If Radius is able to commit human resources to attracting potential job-seekers using the tourism platform, individual counties could hire representatives to communicate job postings, a liaison for college campus visits to relay job postings or provide recruitment materials for businesses in various nearby counties, or a web manager to maintain a job postings aggregation site for southwest central Indiana employment opportunities and set a portal to it from the Radius website. Establishing representatives for the county tourism offices could be as simple as repurposing existing staff if personnel allows.
    15   If Radius already does conduct college campus visits, then the liaison potentially already exists and then is just limited in what materials they are bringing with them to campus visits. A job list site should be well advertised to local businesses in the counties so that they are comfortable with posting their openings and so that applicants using the site are actually successful in gaining employment through its use. All of these options would include materials that could of course be Radius-branded to increase its visibility as a job-finding resource. Marketing materials distributed by Radius for tourism should also include a section with dedicated mention of where to find job postings (either online or at the tourism offices).
    16   Internal  Marketing   Promoting  Indiana  Artisans   In order to strengthen the Indiana Artisans collaborative that launched in 2008, Radius should consider a range of initiatives that seek to increase Artisan enrollment and attract tourism to the region. By emphasizing initiatives that increase Indiana Artisan visibility and reduce enrollment barriers, particularly in rural areas, while also more convincingly communicating the value of joining the Artisan network, Radius will strengthen the foundation of organized Artisan activity in the region and establish a brand for Indiana-made goods that extends well beyond state lines. Ideally, Indiana Artisans should explore as many avenues as possible to increase enrollment, such as opening regional storefronts to sell artisan arts and foods, and increasing outreach and marketing in rural areas to make joining the organization both more accessible and beneficial. The possibility of a regional store centered in Bloomington, Jasper, Bedford, Nashville, or other population areas, could provide additional economic incentives for local artisans to join, particularly if retail locations can generate significant profit sharing with local artisans. Rural marketing efforts should emphasize storefront fliers and personal communication with local artisans to better inform them of the application process and benefits of joining the Indiana Artisan organization. These efforts could alleviate fears of past programs that some Artisans feel under-delivered. Perhaps the most essential recommendation for Radius to implement is the need to improve communications with Indiana’s artisans, both in regards to the application process and the prospective benefits of joining. From our experience, prospective artisans are unclear of how to apply, the costs of becoming an official Indiana Artisan, and the benefits they will receive from membership. These concerns are likely the most pressing in rural areas where internet access is low. Fliers, and more likely, person-to-person contact may help lesson these barriers to local artisans becoming official Indiana Artisans. This may require additional attention at Radius, particularly a staff person who is tasked with identifying and enrolling local arts-and-food artisans that would be valuable to the Indiana Artisan brand. In addition, this staff-person could help utilize an “Artisan Trail” that uses online mapping techniques (detailed later in this report) to develop travel-packages in the region suitable for different age groups and recreational interests.
    17   -Weaver at the 2015 Indiana Artisan Marketplace Increase  Collaboration  between  SIRMC  and  Explore  Southern  Indiana   The Southern Indiana Regional Marketing Co-op (SIRMC) currently collaborates with the Indiana Office of Tourism Development and Historic Southern Indiana. The organization has had one planning session with Explore Southern Indiana in the past, but no action has been taken to begin collaboration between the two organizations. The goals of SIRMC and Explore Southern Indiana seem to overlap. Since Explore Southern Indiana and SIRMC are both major marketing organizations for Southern Indiana, we recommend close collaboration between the two entities in order to achieve maximum marketing outreach. Since SIRMC currently works closely with the Indiana Office of Tourism Development and Historic Southern Indiana (a cultural heritage organization), we believe that reaching out to Explore Southern Indiana to organize collaborative efforts will be highly feasible for SIRMC. We recommend that a representative from SIRMC attend monthly or bimonthly meetings held by Explore Southern Indiana, and vice versa. This would enable the organizations to communicate regarding successful and unsuccessful marketing strategies, upcoming events, etc. We also recommend that a board member from SIRMC join the board of Explore Southern Indiana, and that a board member from Explore Southern Indiana join the board of SIRMC. If SIRMC and Explore Southern Indiana communicate regularly, we believe that both organizations could reach a wider audience and achieve optimum marketing success among their audience, which would ultimately result in improved tourism for Southern Indiana.
    18   Recommendations  for  Age-­‐Targeted  Marketing   Ages 18-30 Since IU is the largest university within the southwest central Indiana region, we believe that IU students, faculty, and staff should be the main focus of target marketing for the 18-30 age group. Many IU students, faculty, and staff take part in outdoor activities such as hiking, climbing, and caving. The southwest central Indiana region has an array of parks, nature preserves, and other outdoor recreation areas that could potentially attract those associated with IU. We believe that connecting with groups such as the IU Outdoor Adventures Club would help to attract more visitors to attractions throughout southwest central Indiana. We recommend sending updates to the IU Outdoor Adventures Club and other clubs regarding outdoor recreational activities and promotions. One of these promotions that currently attracts a large number of IU students is College Night at Paoli Peaks. These clubs could share this information with members through email, social media, and meetings. We also recommend that the southwest central Indiana region have a strong social media presence in order to quickly and easily share this kind of information with the 18-30 age group. Specifically, Twitter and Facebook accounts would be most effective. Social media is the most widely used communication platform for people in this age group. IU graduate students in schools such as the School of Public and Environmental Affairs and the School of Public Health should be another focus of marketing for the southwest central Indiana region. Graduate students often have access to cars for transportation and are in search of weekend activities since they are sometimes unfamiliar with the area. We recommend producing a targeted brochure highlighting the southwest central Indiana region’s top tourist destinations and outdoor recreation activities and working with graduate programs at IU to provide this brochure to graduate students during their orientation. We believe that incoming graduate students would be a better focus than incoming undergraduate students because incoming undergraduates usually do not have access to cars for transportation and are usually interested in staying on campus for weekend activities.
    19   -College Nights at Paoli Peaks Ages 50-60 In order to target the 50-60 age group we recommend advertising activities and destinations in local newspapers as well as local radio and television stations. The radio stations we would recommend advertising on would be WAMW-107.9 FM in Washington, WRZR-94.5 FM in Loogootee, WQRK-105.5 FM in Bedford, WPHZ-102.5 FM in Orleans, WFLQ-100.1 FM in French Lick, and WAMW-1580 AM in Washington. This broad array of talk radio and different types of music will allow for the largest audience to be reached. The local newspapers we would recommend advertising in would be The Paper of Montgomery County, The Dubois County Herald, Greene County Daily World, Paoli News-Republican, and the Washington Times-Herald. These newspapers are all popular in their areas and would reach a significant population in the southwest central Indiana region. As far as television stations we would recommend WMYO in Salem, which is a Mynetworktv station, and WJTS in Jasper which is an America One network. Both of these stations are smaller networks that would cater to marketing internally in the southwest central Indiana region. These stations broadcast a variety of programming including sporting events, cooking shows, and news programs. They would be a perfect place to include an advertisement for all that the southwest central Indiana region has to offer. Our strategy for attracting people in this age group to explore new things in the southwest central Indiana region is to advertise activities that individuals in the 50-60 year old age group enjoy such as winery tours, golfing, and arts and crafts shops. Online interactive maps (detailed later in this reports) for the southwest central Indiana region will enable people to plan trips to these different attractions with ease. The interactive maps will be helpful to attract people of all ages to the southwest central Indiana region. The radio, newspaper, and television advertising will be essential though to reach those that do not have Internet access.
    20   -The Pete Dye Course, French Lick Increasing  Collaboration  between  County  &  State  Tourism  Offices   One strategy for improving and further developing the tourism market in Indiana is increasing the collaboration between the counties that have their own tourism offices and the state’s main tourism agency. There are multiple counties within the southwest central Indiana that advertise their tourist destinations on the Internet and various media outlets, but most cannot dedicate as many resources to these efforts as they would like. Meanwhile, the Indiana Office of Tourism Development has an aesthetically pleasing campaign called “Honest to Goodness Indiana” that markets some larger events that are held in the state and larger tourist attractions, but fails to include many important features within the southwest central Indiana region. In order to develop a more streamlined and effective tourism campaign that will include items from all over the region, large and small, there are several strategies that should be looked at. First, it would be essential for all county tourism employees to be in frequent contact with the same person from the state tourism agency in order to maintain accuracy of all tourism information. Another strategy would be to form a position at Radius that would serve as ‘Tourism Coordinator’. The ‘Tourism Coordinator’ would be in charge maintaining communications between the state tourism agency and each county’s tourism employees. The ‘Tourism Coordinator’ position would entail a large workload, but would certainly be feasible once the person became familiar with the southwest central Indiana region. If no additional employees are added, a lack of tourism development capacity in the region may persist. Simply increasing communication efforts between the Indiana Office of Tourism Development and each county could help, but these efforts would certainly be bolstered through the addition a central, supporting staff member at Radius.
    21   Tourism  Mapping   Interactive  Map   The mapping software we chose to create the interactive map is the free version of ArcGISOnline. Using this tool minimizes licensing cost issues and is a live interactive map that is user friendly. Initially, we were planning on creating different static maps showing attractions in each county, using ArcGIS software. However, we felt that an interactive map was the best way for users and potential tourists to access this information and view all of their trip options. After extensive web research, we found that most of the maps we were planning to create already exist but are all in different locations, are not specific to the 11 counties, and many were static. Creating an interactive map is a way to bring together all of this information and to tailor it to the southwest central Indiana area. Technical Aspects The map offers interactive layers users can turn on and off, according to their interests and the types of locations they would like to visit. Each location on the map gives a brief description, a picture, and a link to the website for further information. The information was taken from updates made to the existing inventory assessments for each of the eleven counties. The map includes 16 different layers that can be viewed individually or in conjunction with other layers. They are easily turned on and off with a “check box”. There are 11 layers showing attractions for each of the counties individually. In addition, we chose to add layers labeled Outdoor Recreation, Heritage, Arts and Culture, Wineries and Breweries, and Golf Courses for the eleven county area as a whole. The user can view the landmarks on a number of different base-maps. Some options for base-maps include: National Geographic, USGS National Map, and OpenStreetMap. Once created, the map is available to access from a web link and can be updated easily at any time. The software is very user friendly and does not require prior map creation experience. The link to the map or code can be uploaded to your website and can be accessed directly by users.
    22   -Screenshot of the interactive map with every county selected -Screenshot of the interactive map with the “Golf Courses” tab selected
    23   -Screenshot of the interactive map with the “Streets” base-map selected Static  Map   Due to time constraints, we created a static map using ArcMap showcasing the landmarks in Orange County, Indiana. To input each location, the exact coordinates have to be uploaded. The purpose for creating this map was to show a comparison to the interactive map and allows for greater analysis of spatial data. We believe that the purpose of this map would be specifically for internal use and possibly planning and economic initiatives. The specific spatial data can be accessed, manipulated, and analyzed through geographic information systems and may be useful in the planning of transportation infrastructure. However, we believe the interactive map to be much more useful for tourism purposes because of its user-friendly nature. Recommendations   • Interactive map: funds permitting, there is a subscription based version of ArcGIS Online that can provide the following additional features: o Perform spatial analysis o Add your organization’s logo and banner to your ArcGIS Online homepage o Includes technical support o Create a custom URL for your ArcGIS Online homepage o Make maps in Excel for Office o Greater storage capacity (>2GB) o Monitor usage information • Trails: Trails can be manually drawn onto the interactive ArcGIS Online map, if so desired.
    24   • Story Maps: We created an example of a different type of interactive map using the ArcGIS Story Map Tool. We suggest this type of map to be used for visual representation of some of the recommended tours or individualized packages. However, we suggest no more than 20 landmarks. This map represents a different way to display information and allows for inclusion of audio, video, and other benefits of interactive maps. -Screen shot of the golf course story map -Screenshot of the golf course story map with an individual course selected
    25   URLs  for  the  Maps   Interactive Map http://arcg.is/1Ef756B Golf Theme Map http://minahilt.maps.arcgis.com/apps/MapTour/?appid=8d289c3111b5457188143a743932c56d
    26   Appendix     -Sample banner advertisement -Sample magazine advertisement Southern Indiana America's Hidden Gem VisitIndiana.c Goose Pond What treasures will you find? Southern Indiana America's Hidden Gem www.visitindiana.com  
    27   -Sample full page magazine advertisement
    28   -Sample billboard advertisement
    29   Regional  Workforce  Development  Plan     WorkOne  Indiana:  Utilizing  Existing  State  Resources     The key to effective workforce development in Southwest Central Indiana lies in both the creation of new opportunities for jobseekers and employers, and the utilization of existing resources. Through the WorkOne network, the 11 county region has an established system of effective employment service providers, ranging from comprehensive adult education programs, employer referral relationships, and a vast array of hard and soft-skill workshops and resources. However, missing from the complex workforce development equation are the means to attract a greater number of jobseekers to utilize the benefits of WorkOne services. Additionally, opportunities exist for the centers to incorporate the best practices evident throughout the region and the state of Indiana to improve existing workforce impacts. In short, the programs exist and the programs work, the challenge lies in effectively marketing those programs to the people of Southwest Central Indiana. WorkOne centers offer a range of programs that directly address the problems outlined by the Battelle Strategic Plan. These include workshops on resume building, labor market information, interview preparations, education on, and referral to designated career pathways, and enrollment in specific occupational training seminars such as WorkKeys assessments and WorkINdiana referrals. In addition, WorkOne operates a complex network of employers looking for people to employ, and acts as a driver of regional cooperation. Despite the effectiveness and the range of programs available in a WorkOne center, they are difficult to find and utilize without direct visits to a center. While web presence for the region has been established, information, especially on the times and dates that training and workshops are offered, is difficult to find or nonexistent. Dramatically overhauling the existing website and increasing the overall web presence of the region, along with innovative strategies of marketing and awareness would ensure these programs are used to their full potential. In our assessment of the state of workforce development in Southwest Central Indiana, we identified the WorkOne centers as quality, under-utilized resources struggling with how to better attract interested jobseekers and employers. The below report outlines recommendations, best practices and strategies to ensure citizens of Southwest Central Indiana have access to the programs they need and deserve.
    30   Regional  Presence  &  Function     The Battelle report outlines a strategic plan for workforce development in the 11 county region of Southwest Central Indiana. Of the six strategies identified to ignite economic growth and create community prosperity, the following strategies are most applicable to the internal and external order of WorkOne centers: • Advance a sense of regionalism • Advance workforce development through career immersion initiatives aligned with federal, state and local efforts • Focus retention, expansion and attraction efforts on those industry clusters that provide the greatest opportunity for economic growth in the region Currently WorkOne centers are available throughout 12 regions in the state of Indiana. The majority of Southwest Central Indiana’s WorkOne centers are located in Region 8 in the following counties: Monroe, Brown, Daviess, Greene, Lawrence, Martin, Orange, and Owen. Additional WorkOne centers that are among the 11 counties outlined in the Battelle report are located in Region 10, in Crawford and Washington counties, and Region 11 in Dubois County. Of the established WorkOne centers in Southwest Central Indiana, 7 out of 11 are full service centers while the others are Express. Express centers tend to be smaller in size and generally do not offer unemployment benefits assistance. All the WorkOne centers in Region 8 hold the same hours of operation, receive state funding for programs and workshops, and provide similar services for jobseekers. The Workforce Investment Act (WIA) of 1998 mandated that states establish “one-stop” career centers (i.e. WorkOne) as a means to better serve communities through federally funded programs in workforce development. The U.S. Departments of Labor, Health and Human Services, Education, and Housing and Urban Development (GAO 2008) provide the bulk of state funding for WorkOne training programs. The Workforce Innovation and Opportunity Act (WIOA) supersedes the WIA and will be in effect on July 1, 2015. The WIOA will place a greater emphasis on centers to achieve results for jobseekers, workers, and businesses through improved access to comprehensive services, more streamlined operations, and better public recognition (DOL 2015). WorkOne centers offer assistance in skills assessment, skill building, training, and career counseling. Online skills assessment tests such as Indiana Career Explorer (ICE) are used to help jobseekers explore career options and determine qualifications for employment. Training
    31   workshops in Financial and Digital Literacy, Resume Writing and Interviewing Techniques, Career Exploration, Job Search Techniques, and Unemployment Insurance are also available on a monthly basis. Other training programs include High School Equivalency (HSE) courses and Adult Basic Education (ABE), which help high school students prepare for the GED and adult learners build skill in reading, writing, and math. WorkINdiana is another unique way for individuals to earn a high school equivalency certificate in addition to a career certificate in Advanced Manufacturing, Business Administration, Health Care, Hospitality, Information Technology, or Transportation and Logistics. Lastly, WorkOne centers help clients with the job search, process and serve as valuable links between employers and jobseekers by providing referrals to job openings, assisting with veteran services, and continuing career counseling services. The WorkOne center located in Bloomington, IN, currently functions as a regional hub for workforce development training and employment connections. The center receives on average 281 clients a day and accounts for 50 percent of the entire regional usage of WorkOne services. Although there is significant engagement in WorkOne services (e.g. approximately 12,000 individuals annually attend WorkOne organized workshops in the region), the Southwest Central region falls short compared to other regions in Indiana. For example, Region 9 has the highest percentage of adult education students enrolled in the WorkINdiana program (Region 8 is currently ranked number 4). As far as marketing and social outreach goes, Region 9, like Bloomington, does most advertising by community based word of mouth; receiving a large majority of clientele through referrals from local community and public organizations. Bloomington WorkOne partnerships include local economic development organizations, the Chamber of Commerce, City Government, and high school and post-secondary schools such as Hoosier Hills Food Bank and the Broadview learning Center. The Bloomington regional coordinator is also an active member of the Housing Authority board and organizes monthly job searches at the local Public library. Region 9, however, has a greater online presence and uses both Facebook and Twitter to inform the public about WorkOne services. A major benefit of using social media is that it is a cost effective way to get the word out to a large population. WorkOne flyers distributed to the Workforce Investment board, post offices, and community organizations are another effective strategy. WorkINdiana of region 9 is currently finalizing a flyer targeted to students graduating from high school but not going to college. The flyer encourages lifelong learning and provides information about enrollment in the WorkINdiana program.
    32   To help maintain a sense of regionalism, Region 8 organizes bi-monthly management and leadership meetings with other WorkOne centers throughout the region to communicate upcoming workshops and events such as job fairs and training opportunities. The regional workforce team employs an education coordinator, training coordinator, and business services coordinator. Having a team dedicated to improving communication between regional WorkOne centers helps foster a sense of regionalism throughout Southwest Central Indiana by connecting jobseekers with employment opportunities and services located in other counties. Regional communication between centers is one way to advance workforce development, however, it is important for WorkOne centers to continue to improve upon marketing and social outreach in order to find better ways to connect jobseekers with WorkOne services.    
    33   Strengths,  Weaknesses,  Opportunities,  and  Threats  (SWOT)   An analysis of WorkOne centers’ Strengths, Weaknesses, Opportunities, and Threats (SWOT) demonstrates that the WorkOne centers located in Southwest Central Indiana are highly functional and offer quality services that are effective in building a strong regional workforce. Continuing social outreach and better marketing of services, while maintaining communication between regional centers and job seekers, may help WorkOne centers serve a larger population across a wide range of disciplines and industries. In order to reach this goal, WorkOne centers must find innovative ways to market services while maintaining compliance with the state. Figure 1: SWOT Analysis of WorkOne Centers Strengths • High number of programs offered • Quality services and diversity in available programs • Connectivity with other centers in the region • Relationships with community education partners at the high school and university level • Continuum of care Weaknesses • Lack of marketing budget and capacity • Lack of online presence and website quality • Lack of published public opinion and positive reviews • Lack of staff capacity Opportunities • Partnerships with regional employers and training centers • Ability to serve a lot of people across a large range of disciplines and industries • Attracting clientele and increasing use of WorkOne services Threats • State oversight and overprotectiveness • Lack of marketing funding • Breakdown in regional communication and cooperation Website maintenance and regularly updating the regional workforce board is an obvious way that WorkOne centers can connect jobseekers with employment throughout the region. After an in depth overview of regional WorkOne websites throughout the state, it is evident that Southwest Central Indiana has the least developed and maintained site. Other WorkOne sites maintain an
    34   updated and descriptive calendar of upcoming trainings and events located throughout the region at various WorkOne centers. Regional WorkOne boards also appear to be well organized and maintained, updating policy changes and including meeting minutes from regional Workforce development meetings. Improvement in mapping of WorkOne centers throughout the region with Google maps next to a clear presentation of location and hours of operation may also be a worthwhile update to the Southwest Central Indiana website. Additionally, customer service reviews and annually posting success stories from clients may increase usage of WorkOne services. Best  Practices     Many best practices exist both within Regions 8 and 11 and in other WorkOne regions throughout the state. The below practices have been identified as those with the greatest current impact and greatest potential for further impact if focused on throughout Southwest Central Indiana. • WorkKeys – an independent job skills assessment system that helps employers select, hire, train, develop, and retain a high-performance workforce. This series of tests measures foundational and soft skills and offers specialized assessments to target institutional needs. Without dedicated staff, the Bloomington WorkOne office alone assesses 3500 people a year, the 2nd largest number in Indiana. • ACT Certified Work Ready Communities – Operated concurrently with the WorkKeys assessments, this designation means that counties are “demonstrating with irrefutable data they have a skilled workforce that is valued by their local industry and a workforce development system in place that links education and workforce development together, aligns to economic development and matches people to jobs”. So far, the only county in Indiana to achieve this designation is Rush County. Application is done on the state or county level, and involves sending representatives to the ACT Work Ready Communities Academy for training and provision of resources. Richard Rampley, Operations and Business Services Director for WorkOne Region 8 has indicated that up to 6 counties in the SWC region would likely receive immediate certification should they apply. • WorkINdiana referrals - The WorkINdiana program allows adult learners to earn a high school equivalency certificate or improve skills in an Adult Education classroom. Certifications are offered in areas such as Advanced Manufacturing, Business Administration and Support, Health Care, Hospitality, Information Technology, or Transportation and Logistics. At this stage, 311 career certification programs are operating at 67 locations in cities across the state. • CNC Machining Training Courses – Regional training centers offering specific courses for CNC Machining in close partnership with interested employers, guaranteeing employment after completion of the program
    35   • Regular regional management and leadership meetings – there is a continuous dialogue between Region 8 WorkOne centers including staff who have specific regional roles. Whilst similar information sharing relationships exist between WorkOne regions, they are not as formalized. • Mini Job Fairs – Organized with and centered on a single employer, emphasizing the capacity of one regional or local employer to employ a number of people and provide the requisite on-the-job training if they can be connected with potential applicants. WorkOne Bloomington has achieved significant success with this model. • Online testimonials – Positive reviews and descriptions of results achieved through WorkOne interventions and programs serve to increase interest and faith of jobseekers in the effectiveness and viability of WorkOne services. Challenges   Many challenges exist in the successful expansion and implementation of new processes within the WorkOne centers. Key challenges to overcome include: • Obtaining marketing funding – State funding for these centers is limited, and as a result marketing is generally done through cost effective and traditional means such as printed flyers. An increase in the marketing budget would likely have to come from a range of public and private sector partners, or occur in cooperation with other regional agencies with greater marketing capacity. • Hiring web development expertise and staff to maintain new website – Current staff have many additional roles, and funding and staffing limitations prevent assigning dedicated marketing employees. • Maintaining effective social media presence in accordance with state rules and regulations – Can be complicated to operate an effective social media presence with state oversight. • Ensuring all regional voices are heard and sites are treated equally – Smaller communities need to have equal voices and equal access to services. Staffing, funding and client participation issues can make this difficult.    
    36   Recommendations     1. Pursue additional state funding or the possibility of private partnership funding for new and increased marketing initiatives 2. Overhaul the website including the addition of up-to-date online calendars, training and class schedules and testimonials. Increase functionality to provide clients with the ability make appointments and register for services remotely 3. Hire interns from area colleges or high schools for marketing, social media and web development and maintenance 4. Create a systematic process for the sharing of practices and techniques between WorkOne regions 5. Pursue accreditation as an ACT Certified Work Ready Community for all 11 Counties    
    37   Stem  Initiatives:    A  Non-­‐Profit  Approach This section will outline the current state of STEM education in the United States, compare it to other countries, and discuss why it is critical to fulfilling regional and nationwide workforce development needs. Then potential solutions to the current situation will be explored in detail, including STEM programs and initiatives that may be useful to the region of focus. The section will conclude with a summary of proposed solutions to meet regional workforce development needs.   STEM  Education  in  United  States  vs.  Other  Countries     When compared to other developed countries, the quality of science, technology, engineering and mathematics (STEM) education in the United States is considerably lacking. The World Economic Forum ranks the United States 52nd in its quality of mathematics and science education offered to students.2 In addition, the United States ranks 27th among developed countries in the proportion of college students earning undergraduate degrees in science or engineering.3 Currently, more foreign students are studying in United States graduate schools than U.S. students, while two-thirds of engineers who receive PhD’s from U.S. universities are not U.S. citizens.4 Thus, the United States is becoming increasingly dependent on foreign scholars to fill workforce and leadership voids, primarily due to the decline in homegrown STEM talent. Many experts feel the United States’ position as a global leader is at risk due partially to the relatively few American students that are currently pursuing expertise in the fields of science, technology, engineering, and mathematics. In fact, only about 16 percent of American high school seniors are deemed “proficient” in mathematics and interested in pursuing a STEM career.5 Among those students who decide to pursue a college major in the STEM fields, merely half of them choose to work in a related career.6 Another concern pertains to the inadequate number of teachers skilled in teaching these subjects. According to Stella Royal, an administrator in the Bloomfield School District, finding qualified instructors to teach these courses has been extremely difficult. The Bloomfield School District has cycled through three STEM instructors in the same number of years. Mrs. Royal stressed the importance of continuity and consistency in                                                                                                                           2  "How  Does  U.S.  Compare  to  Other  Countries  in  STEM  Education?"  Level  Playing  Field  Institute,  Web.  22  Apr.  2015.   <http://www.lpfi.org/how-­‐does-­‐us-­‐compare-­‐other-­‐countries-­‐stem-­‐education>   3 Ibid. 4 Ibid. 5  Bertram,  Vince.  "Industry,  Educators  Build  In-­‐Roads  to  STEM  Success."  US  News.  U.S.  News  &  World  Report,  15  Aug.  2012.   Web.  22  Apr.  2015.  <http://www.usnews.com/news/blogs/stem-­‐education/2012/08/15/industry-­‐educators-­‐build-­‐in-­‐roads-­‐to-­‐ stem-­‐success>   6 Ibid.    
    38   STEM instruction in order for these initiatives to be successful and to give students confidence in such programs. For this to happen, schools need access to properly trained STEM teachers. Overall student interest has been gradually rising over the past decade, as 1 in 4 of all high school students were excited about pursuing a STEM major or career.7 The main challenge, however, is keeping high school students attracted to such subjects. Even though the number of science and engineering jobs is expected to dramatically increase in coming years, approximately 60 percent of the nation’s students who begin high school interested in STEM change will their minds by graduation.8 Therefore, it is imperative to find ways to attract students to STEM learning and maintain their enthusiasm and interest in such areas. The demographics of students attracted to STEM fields suggest a significant gender and race gap. For example, male students are more than three times as likely to be interested in STEM as their female counterparts, and the gap appears to be widening.9 Also, across the country, Hispanic and African-American high school students have consistently lagged behind their Caucasian and Asian peers in STEM engagement.10 Recruiting and retaining underrepresented populations will be crucial to satisfying workforce needs and filling the increasing number of science and engineering jobs in upcoming years.   Importance  of  STEM  Education  Initiatives   Implementing and maintaining STEM initiatives will become even more important in upcoming years. Estimates show the United States will have over 1.2 million unfilled jobs in science, technology, engineering, and math by 2018.11 Moreover, STEM jobs are expected to grow by 17%, which is nearly double the rate of jobs in other sectors.12 More than 70 percent of STEM jobs in the future are projected to be in computing, including software engineers, computer networkers, and system analysts.13 These jobs will require properly trained workers with the appropriate skill sets. A chief concern is that there will be an abundance of unfilled positions accompanied by a population that is neither qualified nor prepared to fill them. Initiatives aimed                                                                                                                           7   Morrella,  Michael.  "Many  High  Schoolers  Giving  Up  on  STEM."  US  News.  U.S.  News  &  World  Report,  31  Jan.  2013.  Web.  22   Apr.  2015.  <http://www.usnews.com/news/blogs/stem-­‐education/2013/01/31/report-­‐many-­‐high-­‐schoolers-­‐giving-­‐up-­‐on-­‐ stem>   8 Ibid. 9 Ibid. 10 Ibid. 11  "Dow  and  Project  Lead  The  Way  Partner  to  Grow  STEM  Skills  in  Key  Dow  Communities."  PLTW.  Project  Lead  the  Way,  24  Feb.   2015.  Web.  22  Apr.  2015.  <https://www.pltw.org/news/items/201502-­‐dow-­‐and-­‐project-­‐lead-­‐way-­‐partner-­‐grow-­‐stem-­‐skills-­‐ key-­‐dow-­‐communities>.   12 Ibid.     13  Ibid.    
    39   to improve student achievement through the implementation of new K-12 education standards in math and science, the creation of specialized STEM high schools, and partnerships between educators and businesses to address skills gaps will become even more important in coming years. STEM education initiatives can yield other positive benefits as well. The data and research in the field suggests that students prepared in STEM-related disciplines enjoy higher starting salaries and lower unemployment rates than the population at large.14 Many proponents of STEM education also suggest that an education based solely on the basics, such as reading, writing, and arithmetic does not adequately prepare future citizens to compete and succeed in the technological world. By requiring all students to study STEM disciplines, proponents argue that students will gain a more relevant and meaningful set of skills that prepares them for the future. 16.8 percent of Radius’ region’s workforce and 11 of the top 17 employers are related to manufacturing. Further implementation and maintenance of STEM initiatives as well as increased student engagement could go a long way in helping students acquire the skills necessary to fill such positions.   Potential  Solutions  for  Current  Situation   Project Lead The Way (PLTW), based in Indianapolis, IN, is the nation’s leading STEM provider, which delivers STEM programs to more than 6,500 elementary, middle, and high schools across the country. 15 University researchers have found that compared to non-PLTW students, PLTW students outperform their peers, are better prepared for post-secondary studies, and are more likely to consider careers as STEM fields. 16 PLTW approaches include collaborations with students, teachers, administrators and experts, as well as research and problem based programs, which prepare students to solve problems through knowledge application and leading their own learning.17 According to Stella Royal, the Bloomfield School District offers PLTW courses in its school system, such as introduction to engineering design, civil engineering, and principals of engineering. In 8th grade, the nine-week engineering technology classes provide students with basic information and help generate interest in related high school classes. However, Stella Royal points out that the main barriers for implementation of PLTW courses in the Bloomfield School District relate to a lack of PLTW certified teachers and the high cost of PLTW classes                                                                                                                           14  Tai,  Robert  H.  (2012).  An  Examination  of  the  Research  Literature  on  Project  Lead  the  Way,  Project  Lead  the  Way.   15  Project  Lead  the  Way,  “About  PTLW”,  <https://www.pltw.org/about-­‐pltw>   16  Project  Lead  the  Way,  “Our  Impact”,  <https://www.pltw.org/about-­‐us/our-­‐impact>   17  Project  Lead  the  Way,  “Our  Approach”,  <https://www.pltw.org/about-­‐us/our-­‐approach>  
    40   (e.g., keeping equipment up to date). In addition to the Bloomfield School District, PLTW certified schools in Southwest Central Indiana include Jasper High School, Washington High School and Linton High School. Related research also identifies the main barriers to PLTW program implementation being high costs and teachers’ resistance to change for technology education. 18 19 Edison Middle School in Southern Wisconsin is a prime example of PLTW program implementation.20 At Edison, educators create an integrated STEM experience for all 7th and 8th grade students by incorporating PLTW’s Gateway to Technology (GTT) program. One highlight of this integration is the creation of the STEM Continuum Model. The STEM Continuum Model allows teachers to incorporate many PLTW project and inquiry-based approaches into math and science courses already being taught, while the school develops a culture emphasizing the value of STEM-related learning. The model also includes selecting and supporting a strong PLTW instructional team and reaching out to local businesses to gain support. Proposed  Solutions   “Prepare And Inspire: K-12 Education In Science, Technology, Engineering And Math (STEM) For America’s Future in 2010”, a report to the president, recommends enhancing STEM education through the building of common standards in STEM subjects, recruiting and training STEM teachers, creating STEM-focused schools, driving innovation in STEM educational technology, and creating more outside-classroom STEM activities for students.21 Supporting and building strong STEM teachers is extremely relevant to the current situation facing the SWC region of interest. As the difficulty Stella Royal pointed out in finding certified teachers to implement PLTW and other STEM initiatives, it is essential for schools to recruit and train more certified and high quality STEM teachers. The schools can utilize reward systems to incentivize teachers to become certified, such as recognizing and rewarding excellent teachers. We also recommend that school should incorporate STEM education into early education systems, particularly in elementary schools and middle schools. It is better for students to become familiar with STEM education at an early age in order to produce greater interest and comfort levels later in their academic careers. PLTW demonstrates a good example for developing STEM programs in early education schools. It implements the PLTW Launch                                                                                                                           18  Shields,  C.J,  (2007).    Barriers  to  the  Implementation  of  Project  Lead  the  Way  as  Perceived  by  Indiana  High  School  Principals,   Journal  of  Industrial  Teacher  Education,  Vol.  44,  No.  3.   19  Rodgers,  George  &  Mahler,  Marty,  (1992).  A  Comparison  of  the  Acceptance  of  Technology  Education  between  Idaho  and   Nebraska  Teachers,  American  Vocational  Association   20  Meeder  Consulting  Group,  (2012).  The  STEM  Schools  Project:  Case  Study,  Edison  Middle  School,   <http://nc3t.com/documents/EdisonCaseStudy.pdf>   21  President’s  Council  of  Advisors  on  Science  and  Technology,  (2010).  Report  to  the  President:  Prepare  and  Inspire:  K-­‐12   Education  in  Science,  Technology,  Engineering  and  Math  (STEM)  for  America’s  Future,   <https://www.whitehouse.gov/sites/default/files/microsites/ostp/pcast-­‐stemed-­‐report.pdf>  
    41   program for K-5 students, which includes 24 modules aligned to grade-level standards, introducing basic knowledge of physics, biology, astronomy, geology, computer science, robotics and automation.22 In addition, there is the PLWT Gateway To Technology (GTT) program for middle school students, which introduces students to key technology concepts through foundation and specialized units. The foundation units include design and modeling, and automation and robotics while specialization units include introduction to computer science, energy & the environment, flight and space, green architecture, and the “magic of electrons”. 23 Although not all schools can integrate PLTW programs into their curricula, they can refer to the modules and contents included in PLTW programs and improve their own STEM education. Another consideration for the SWC region should be more consistent contact between regional employers and community schools. This has proven to be an effective strategy for the Bloomfield School District, as it has established a close working relationship with NSWC Crane. The partnership has allowed Bloomfield classes to visit Crane on day-long field trips in order to become familiar with the opportunities available at the naval base. Crane representatives have also visited classrooms to talk with students and participated in after school tutoring sessions with students. Increasing the number of partnerships in the SWC region could spur interest in STEM fields and introduce students to regional career opportunities at a young age. These partnerships could also provide older students a chance to participate in job shadowing and extracurricular opportunities as well as part-time positions that provide first-hand perspective and experience. Designating a school counselor as the point of contact in these partnerships would ensure consistent communication between the school and employer and help facilitate such partnerships.                                                                                                                           22  Project  Lead  the  Way,  (2014).  2015-­‐16  Launch  Module  Descriptions,  <https://www.pltw.org/sites/default/vfiles/2015-­‐ 16%20PLTW%20Launch%20Module%20Descriptions.pdf>   23  Project  Lead  the  Way,  PTLW  Gateway  Curriculum,  <https://www.pltw.org/our-­‐programs/pltw-­‐gateway/pltw-­‐gateway-­‐ curriculum>  
    42   Afterschool  and  Summer  Education:  Privately  Funded   Programs   This portion of the Workforce Development initiative will consist of a comprehensive set of extracurricular activities to engage and prepare elementary school, middle school and high school students to enter the workforce community of Southwest Central Indiana. The components include mentoring, internships, technical education, soft skills and career placement coordinated with partnerships with industry leaders of the region. The Career Ready Outreach Initiative report prepared by Thomas P. Miller & Associates emphasizes building relationships between students and parents, school staff and employers. The following program recommendations build on the implementation of such a relationship to foster job eligibility preparation of current students. The purpose of these program recommendations is to ensure that students are well prepared for employment opportunities in regions that have high employment demand.   Existing  Regional  Programs   The state of Indiana currently operates Youth Afterschool Programs for K -12 youth throughout the state. These programs are also known as Out-of-School Time programs (OST) that “offer a wide range of hands-on learning and enrichment opportunities beyond school hours that prepare children and youth for success in school, work, college and life.” (Indiana Afterschool Network). These programs are offered throughout Indiana communities and include activities such as “building robots, creating art, solving real-world problems, being part of a team, exploring the world around them, contributing to their community, and preparing for college and careers (Indiana Afterschool Network). Through the Indiana Afterschool Network website, parents and students can become aware of many programs provided across different counties in Indiana State. At present, the 11-county Southwest Central Indiana region has implemented 22 different programs across the eligible K-12 population. Generally, a program is provided for one county, however, some of them are offered across multiple. Most programs focus on children from grades K-6 and only two programs cover the K-12 population. Almost all of the programs are designed for afterschool tutoring, sports activities, childcare, reading and writing, or games while some programs provide opportunities for science related activities such as computer labs.
    43   Additionally, select programs offer opportunities for leadership skills development or are tailored for children with physical and mental disabilities (See Table 2). Table 2: Existing Regional Afterschool Programs: PROGRAM NAME ACTIVITIES AGES SERVED COUNTIES SERVED A Kid’s Place Camp runs; Crafts; Interactive games Kindergarten – 6th grade Dubois ABC’s & 123’s Daycare Kindergarten readiness; Tutoring and homework assistance Kindergarten – 6th grade Washington ABC-Stewart Montessori School Individualized instruction of math, science, language arts, reading, Spanish, history, geography, music, art, technology, and PE Kindergarten – 6th grade Brown; Monroe Anderson Woods Summer Camp Service for children and adults with physical and mental disabilities Kindergarten – 12th grade All eleven counties Boys & Girls/ C.A.R.E. Program Homework help; Tutoring; Academic enrichment activities Kindergarten – 6th grade Crawford Brown County YMCA Day Camps Games; Outdoor adventures; Arts and Crafts; Field trips Kindergarten – 7th grade Brown; Monroe Camp R.O.C.K.S! – Easter Seals/Crossroads Overnight camp 5th grade – 12th grade All eleven counties Cathleen’s Kid Care Indoor activities; Preschool; Summer camp; Before/after school care Kindergarten – 8th grade Greene; Monroe; Owen Daviess County Family YMCA Mentoring; Tutoring homework; Learning activities; Summer camp Kindergarten – 6th grade Daviess Girls Incorporated of Monroe County Focusing on girls - Learning activities; Sports; Personality/characteristics Kindergarten – 12th grade Monroe
    44   development Hoosier Uplands 21st CCLC Afterschool Literacy and reading skills Kindergarten – 5th grade Lawrence; Orange; Washington In His Hands Daycare Outdoor activities; Field trips Kindergarten – 8th grade Martin Jameson Camp Youth Leadership Leadership skills development 7th grade – 12th grade All eleven counties Kid City Field trips; Swimming Kindergarten – 7th grade Brown; Greene; Lawrence; Monroe; Owen Kids Zone Snacks; Homework assistance; Crafts; Games; Computer lab; Movies; Outdoor play Kindergarten – 6th grade Greene MCCSC Afterschool EdVentures Academic activities Kindergarten – 6th grade Monroe Rainbow’s End Child Care Center Character building; Homework help Kindergarten – 7th grade Crawford Rainbow’s End Pre- school and Child Care Center Learning activities Kindergarten – 5th grade Crawford Summer Advantage USA STEM; Sports; Mentoring; Learning activities; Field trips Kindergarten – 6th grade All eleven counties Tri-County YMCA Childcare; Leadership skills development; Academic activities Kindergarten – 6th grade Dubois Union Hospital Child Development Center Childcare; Summer program Kindergarten – 6th grade Greene WISH a program if the United Way of Daviess County Education Literacy skills development 1st grade Daviess
    45   Strengths  of  Existing  Programming   • Multiple programs in one county are provided, thus providing parents and children with many different options • Programs offer a lot of interesting activities giving children the opportunity to pursue new interests outside the classroom • Different programs are offered periodically throughout the state, in accordance with school vacations and seasons. • Programs concentrate on academic with tutoring and mentoring available to improve children’s learning ability and skills • Programs provide a safe and comfortable environment for children. Weaknesses  of  Existing  Programming   ¡ Not comprehensive – programs tend to focus on academic achievement at the exclusion of other services ¡ Lack of centralization § Opportunities are provided by different organization or programs § Several similar programs are provided in the same area by different organizations. ¡ Not workforce focused --- little to no career development or awareness programming is offered for students through the existing programs ¡ Lack of technical educational opportunities --- Programs are geared more toward literacy skills or homework assistance, rather than STEM and Career Technical Education opportunities Table 2 indicates that most programs are designed for tutoring homework and academic skills development, meaning that in their current form they are not sufficient to adequately prepare students to enter the Southwest Central Indiana workforce in accordance with regional needs.    
    46   Best  Practices     An example of quality Afterschool programming is the Science Bound Program at Purdue University. In 2002, Purdue University pioneered this new solution to address the lack of STEM education opportunities for Indiana school children. “Science Bound brings together resources from Purdue University, the Indianapolis Public School (IPS) system and the local business community” (Science Bound Program Purdue University, 2011). It also brings together critical stakeholders for a complete education, including students, parents, teachers, private industry partners, university faculty and staff. Partnering with local businesses and IPS helps to better prepare students for STEM careers. The Science Bound program has 4 main components: After School Workshops and Activities; Summer Camps, Internships, and Other Events; such as Parent Programs; and College Programs. Through those four major components, Science Bound provides academic mentoring and tutoring, STEM education, internships, and soft skills development. Science Bound program develops efficient ways to help students succeed in terms of both academic success and career direction. It keeps the focus of students’ academic enrichment and it also includes the focus of their career development and is on the whole a more comprehensive program compared to most afterschool regional programs in Indiana. Additionally, while centralized around Purdue University, the program also extends services to different regions. Recommendations     According to the research of the regional afterschool programs and the comparison of them with other successful programs, we have six recommendations: Partnership The key component to this combination of programs is that the funding and coordination is managed by the industry leading local businesses or companies that are facing a lack of eligible employees in Southwest Central Indiana. The partnership will consist of a relationship between these industries and local schools in the region so that the program can connect with students who are designated as potential employees for a corporation. The fund providers will be the industry leaders who are interested in investing in the developing workforce to help current students gain the experience and education necessary to obtain permanent employment with the local businesses once their secondary and technical education has been completed.
    47   Mentoring The mentoring program should consist of one-on-one or small group mentoring sessions with K- 12 students and experienced employees of industry leading firms. The purpose of this program is for representatives of companies in need of eligible employees to build rapport with potential employee bases and help students develop much-needed soft skills. The mentoring relationships should begin with elementary school students and continue through high school to graduation. The mentors should consist of knowledgeable, skilled professionals with experience working with the industries that need qualified employees in Southwest Central Indiana. This mentoring relationship will familiarize students with the firms that seek qualified employee bases as the students become qualified potential employees and will also assist students in preparing for future job opportunities. They will be provided with the opportunity to learn about specific industry responsibilities, expectations, training requirements and positions. The mentoring sessions would occur on a regular basis, perhaps biweekly or monthly, to allow mentors to share experiences with students. Potential challenges include requiring the program administration to connect with all or select local elementary, middle and high schools in the region. The implementation of a mentoring program would require an attempt to reach all or as many as possible targeted students to participate in the program. This would require an extensive effort on behalf of the program administrators. Internships The internship component of the program will allow middle school and high school students to gain practical experience in specific industry sectors. The internships would take place during the summer vacation of each school year. Each year of the internship would build on previous experience to allow the student to progress toward the qualifications and skill set necessary to be prepared for permanent employment once the student has graduated high school or the necessary technical education program. The internships will be designed according to needs determined by the local business to allow students to learn and utilize the skills that will be needed once the student is able to be permanently employed. Technical Education • Link classroom education to real-work experiences • Make available more comprehensive information about the industries (employers) and their occupations
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report
Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report

Recommended

20090104 oecd china country note second draft -2_
20090104 oecd china country note second draft -2_20090104 oecd china country note second draft -2_
20090104 oecd china country note second draft -2_Lichia Saner-Yiu
 
Sada strategy january 2011
Sada strategy january 2011Sada strategy january 2011
Sada strategy january 2011elvinblankson
 
Arizona schools reopening
Arizona schools reopeningArizona schools reopening
Arizona schools reopeningEducationNC
 
EYAGD
EYAGDEYAGD
EYAGDInnoheraniah
 
South_Sudan_Gold_Mining_Report-LR_1
South_Sudan_Gold_Mining_Report-LR_1South_Sudan_Gold_Mining_Report-LR_1
South_Sudan_Gold_Mining_Report-LR_1lupisaly roman
 
Perspective of Agricultural Extension
Perspective of Agricultural ExtensionPerspective of Agricultural Extension
Perspective of Agricultural ExtensionPiLNAfrica
 
Women empowerment of Bangladesh by SME.fsibl.mahdi.
Women empowerment of Bangladesh by SME.fsibl.mahdi.Women empowerment of Bangladesh by SME.fsibl.mahdi.
Women empowerment of Bangladesh by SME.fsibl.mahdi.Mahdi Hasan
 
Case: Curriculum Design of University of Iringa's BAME program
Case: Curriculum Design of University of Iringa's BAME programCase: Curriculum Design of University of Iringa's BAME program
Case: Curriculum Design of University of Iringa's BAME programJukka Hassinen
 

Recommended

20090104 oecd china country note second draft -2_
20090104 oecd china country note second draft -2_20090104 oecd china country note second draft -2_
20090104 oecd china country note second draft -2_Lichia Saner-Yiu
 
Sada strategy january 2011
Sada strategy january 2011Sada strategy january 2011
Sada strategy january 2011elvinblankson
 
Arizona schools reopening
Arizona schools reopeningArizona schools reopening
Arizona schools reopeningEducationNC
 
EYAGD
EYAGDEYAGD
EYAGDInnoheraniah
 
South_Sudan_Gold_Mining_Report-LR_1
South_Sudan_Gold_Mining_Report-LR_1South_Sudan_Gold_Mining_Report-LR_1
South_Sudan_Gold_Mining_Report-LR_1lupisaly roman
 
Perspective of Agricultural Extension
Perspective of Agricultural ExtensionPerspective of Agricultural Extension
Perspective of Agricultural ExtensionPiLNAfrica
 
Women empowerment of Bangladesh by SME.fsibl.mahdi.
Women empowerment of Bangladesh by SME.fsibl.mahdi.Women empowerment of Bangladesh by SME.fsibl.mahdi.
Women empowerment of Bangladesh by SME.fsibl.mahdi.Mahdi Hasan
 
Case: Curriculum Design of University of Iringa's BAME program
Case: Curriculum Design of University of Iringa's BAME programCase: Curriculum Design of University of Iringa's BAME program
Case: Curriculum Design of University of Iringa's BAME programJukka Hassinen
 
2016 03-31-eu pia-gmp_4th_version_final
2016 03-31-eu pia-gmp_4th_version_final2016 03-31-eu pia-gmp_4th_version_final
2016 03-31-eu pia-gmp_4th_version_finalMiguel Medina
 
Countery note book of saudi arabia
Countery note book of saudi arabiaCountery note book of saudi arabia
Countery note book of saudi arabiaMuhammad Adnan
 
Masters Counseling Handbook
Masters Counseling HandbookMasters Counseling Handbook
Masters Counseling HandbookSara Calderon
 
final dissertation pambuka
final dissertation pambukafinal dissertation pambuka
final dissertation pambukaTakesure Pambuka
 
FPUSP Final Report 22April2015
FPUSP Final Report 22April2015FPUSP Final Report 22April2015
FPUSP Final Report 22April2015Muhammad SHOAIB
 
Punjab Economic Report 2007
Punjab Economic Report 2007Punjab Economic Report 2007
Punjab Economic Report 2007idspak
 
RAPID RURAL APPRAISAL (RRA) AND PARTICIPATORY RURAL APPRAISAL (PRE) - A MANUA...
RAPID RURAL APPRAISAL (RRA) AND PARTICIPATORY RURAL APPRAISAL (PRE) - A MANUA...RAPID RURAL APPRAISAL (RRA) AND PARTICIPATORY RURAL APPRAISAL (PRE) - A MANUA...
RAPID RURAL APPRAISAL (RRA) AND PARTICIPATORY RURAL APPRAISAL (PRE) - A MANUA...Ayda.N Mazlan
 
Nurses cihi-2011 Report
Nurses cihi-2011 ReportNurses cihi-2011 Report
Nurses cihi-2011 ReportNurse Practitioners' Association of Ontario
 
eK-12 Business Plan
eK-12 Business Plan eK-12 Business Plan
eK-12 Business Plan Amanda Klein
 
Sanitation Personnel. Capacity Development Strategy.
Sanitation Personnel. Capacity Development Strategy.Sanitation Personnel. Capacity Development Strategy.
Sanitation Personnel. Capacity Development Strategy.Oswar Mungkasa
 
Remaking Our Organisations
Remaking Our OrganisationsRemaking Our Organisations
Remaking Our OrganisationsNenad Maljković
 
Women Entrepreneurship
Women Entrepreneurship Women Entrepreneurship
Women Entrepreneurship Sustainable Development Policy Institute
 
The Regional Resource Curse (online)
The Regional Resource Curse (online)The Regional Resource Curse (online)
The Regional Resource Curse (online)James Middleton
 
Microfranchising in Kenya
Microfranchising in KenyaMicrofranchising in Kenya
Microfranchising in Kenya00shelly
 
PEV Report
PEV ReportPEV Report
PEV ReportStephen Musimba
 
Acknoeledgement & abstract
Acknoeledgement & abstractAcknoeledgement & abstract
Acknoeledgement & abstractThieu Gia
 
AN ANALYSIS OF THE IMPORTANCE OF CORPORATE REPUTATION IN HIGHER EDUCATION INS...
AN ANALYSIS OF THE IMPORTANCE OF CORPORATE REPUTATION IN HIGHER EDUCATION INS...AN ANALYSIS OF THE IMPORTANCE OF CORPORATE REPUTATION IN HIGHER EDUCATION INS...
AN ANALYSIS OF THE IMPORTANCE OF CORPORATE REPUTATION IN HIGHER EDUCATION INS...Maz Nyatsambo
 
FINNISH SPORT SPONSORSHIP AND SPONSORED SOCIAL MEDIA CONTENT
FINNISH SPORT SPONSORSHIP AND SPONSORED SOCIAL MEDIA CONTENTFINNISH SPORT SPONSORSHIP AND SPONSORED SOCIAL MEDIA CONTENT
FINNISH SPORT SPONSORSHIP AND SPONSORED SOCIAL MEDIA CONTENTLaura Peltonen
 
Aatc employee handbook final 2010 (2)
Aatc employee handbook final 2010 (2)Aatc employee handbook final 2010 (2)
Aatc employee handbook final 2010 (2)JLynnWalker
 
Sask. Kindergarten Curriculum
Sask. Kindergarten CurriculumSask. Kindergarten Curriculum
Sask. Kindergarten Curriculumsusan70
 
Senate Academic Planning Task Force : DRAFT Report March 2013
Senate Academic Planning Task Force : DRAFT Report March 2013Senate Academic Planning Task Force : DRAFT Report March 2013
Senate Academic Planning Task Force : DRAFT Report March 2013eraser Juan José Calderón
 
Strategic Technology Roadmap Houston Community College 2005
Strategic Technology Roadmap Houston Community College 2005Strategic Technology Roadmap Houston Community College 2005
Strategic Technology Roadmap Houston Community College 2005schetikos
 

More Related Content

What's hot

2016 03-31-eu pia-gmp_4th_version_final
2016 03-31-eu pia-gmp_4th_version_final2016 03-31-eu pia-gmp_4th_version_final
2016 03-31-eu pia-gmp_4th_version_finalMiguel Medina
 
Countery note book of saudi arabia
Countery note book of saudi arabiaCountery note book of saudi arabia
Countery note book of saudi arabiaMuhammad Adnan
 
Masters Counseling Handbook
Masters Counseling HandbookMasters Counseling Handbook
Masters Counseling HandbookSara Calderon
 
final dissertation pambuka
final dissertation pambukafinal dissertation pambuka
final dissertation pambukaTakesure Pambuka
 
FPUSP Final Report 22April2015
FPUSP Final Report 22April2015FPUSP Final Report 22April2015
FPUSP Final Report 22April2015Muhammad SHOAIB
 
Punjab Economic Report 2007
Punjab Economic Report 2007Punjab Economic Report 2007
Punjab Economic Report 2007idspak
 
RAPID RURAL APPRAISAL (RRA) AND PARTICIPATORY RURAL APPRAISAL (PRE) - A MANUA...
RAPID RURAL APPRAISAL (RRA) AND PARTICIPATORY RURAL APPRAISAL (PRE) - A MANUA...RAPID RURAL APPRAISAL (RRA) AND PARTICIPATORY RURAL APPRAISAL (PRE) - A MANUA...
RAPID RURAL APPRAISAL (RRA) AND PARTICIPATORY RURAL APPRAISAL (PRE) - A MANUA...Ayda.N Mazlan
 
eK-12 Business Plan
eK-12 Business Plan eK-12 Business Plan
eK-12 Business Plan Amanda Klein
 
Sanitation Personnel. Capacity Development Strategy.
Sanitation Personnel. Capacity Development Strategy.Sanitation Personnel. Capacity Development Strategy.
Sanitation Personnel. Capacity Development Strategy.Oswar Mungkasa
 
Remaking Our Organisations
Remaking Our OrganisationsRemaking Our Organisations
Remaking Our OrganisationsNenad Maljković
 
The Regional Resource Curse (online)
The Regional Resource Curse (online)The Regional Resource Curse (online)
The Regional Resource Curse (online)James Middleton
 
Microfranchising in Kenya
Microfranchising in KenyaMicrofranchising in Kenya
Microfranchising in Kenya00shelly
 
Acknoeledgement & abstract
Acknoeledgement & abstractAcknoeledgement & abstract
Acknoeledgement & abstractThieu Gia
 
AN ANALYSIS OF THE IMPORTANCE OF CORPORATE REPUTATION IN HIGHER EDUCATION INS...
AN ANALYSIS OF THE IMPORTANCE OF CORPORATE REPUTATION IN HIGHER EDUCATION INS...AN ANALYSIS OF THE IMPORTANCE OF CORPORATE REPUTATION IN HIGHER EDUCATION INS...
AN ANALYSIS OF THE IMPORTANCE OF CORPORATE REPUTATION IN HIGHER EDUCATION INS...Maz Nyatsambo
 
FINNISH SPORT SPONSORSHIP AND SPONSORED SOCIAL MEDIA CONTENT
FINNISH SPORT SPONSORSHIP AND SPONSORED SOCIAL MEDIA CONTENTFINNISH SPORT SPONSORSHIP AND SPONSORED SOCIAL MEDIA CONTENT
FINNISH SPORT SPONSORSHIP AND SPONSORED SOCIAL MEDIA CONTENTLaura Peltonen
 
Aatc employee handbook final 2010 (2)
Aatc employee handbook final 2010 (2)Aatc employee handbook final 2010 (2)
Aatc employee handbook final 2010 (2)JLynnWalker
 

What's hot (19)

2016 03-31-eu pia-gmp_4th_version_final
2016 03-31-eu pia-gmp_4th_version_final2016 03-31-eu pia-gmp_4th_version_final
2016 03-31-eu pia-gmp_4th_version_final
 
Countery note book of saudi arabia
Countery note book of saudi arabiaCountery note book of saudi arabia
Countery note book of saudi arabia
 
Masters Counseling Handbook
Masters Counseling HandbookMasters Counseling Handbook
Masters Counseling Handbook
 
final dissertation pambuka
final dissertation pambukafinal dissertation pambuka
final dissertation pambuka
 
FPUSP Final Report 22April2015
FPUSP Final Report 22April2015FPUSP Final Report 22April2015
FPUSP Final Report 22April2015
 
Punjab Economic Report 2007
Punjab Economic Report 2007Punjab Economic Report 2007
Punjab Economic Report 2007
 
RAPID RURAL APPRAISAL (RRA) AND PARTICIPATORY RURAL APPRAISAL (PRE) - A MANUA...
RAPID RURAL APPRAISAL (RRA) AND PARTICIPATORY RURAL APPRAISAL (PRE) - A MANUA...RAPID RURAL APPRAISAL (RRA) AND PARTICIPATORY RURAL APPRAISAL (PRE) - A MANUA...
RAPID RURAL APPRAISAL (RRA) AND PARTICIPATORY RURAL APPRAISAL (PRE) - A MANUA...
 
Nurses cihi-2011 Report
Nurses cihi-2011 ReportNurses cihi-2011 Report
Nurses cihi-2011 Report
 
eK-12 Business Plan
eK-12 Business Plan eK-12 Business Plan
eK-12 Business Plan
 
Sanitation Personnel. Capacity Development Strategy.
Sanitation Personnel. Capacity Development Strategy.Sanitation Personnel. Capacity Development Strategy.
Sanitation Personnel. Capacity Development Strategy.
 
Remaking Our Organisations
Remaking Our OrganisationsRemaking Our Organisations
Remaking Our Organisations
 
Women Entrepreneurship
Women Entrepreneurship Women Entrepreneurship
Women Entrepreneurship
 
The Regional Resource Curse (online)
The Regional Resource Curse (online)The Regional Resource Curse (online)
The Regional Resource Curse (online)
 
Microfranchising in Kenya
Microfranchising in KenyaMicrofranchising in Kenya
Microfranchising in Kenya
 
PEV Report
PEV ReportPEV Report
PEV Report
 
Acknoeledgement & abstract
Acknoeledgement & abstractAcknoeledgement & abstract
Acknoeledgement & abstract
 
AN ANALYSIS OF THE IMPORTANCE OF CORPORATE REPUTATION IN HIGHER EDUCATION INS...
AN ANALYSIS OF THE IMPORTANCE OF CORPORATE REPUTATION IN HIGHER EDUCATION INS...AN ANALYSIS OF THE IMPORTANCE OF CORPORATE REPUTATION IN HIGHER EDUCATION INS...
AN ANALYSIS OF THE IMPORTANCE OF CORPORATE REPUTATION IN HIGHER EDUCATION INS...
 
FINNISH SPORT SPONSORSHIP AND SPONSORED SOCIAL MEDIA CONTENT
FINNISH SPORT SPONSORSHIP AND SPONSORED SOCIAL MEDIA CONTENTFINNISH SPORT SPONSORSHIP AND SPONSORED SOCIAL MEDIA CONTENT
FINNISH SPORT SPONSORSHIP AND SPONSORED SOCIAL MEDIA CONTENT
 
Aatc employee handbook final 2010 (2)
Aatc employee handbook final 2010 (2)Aatc employee handbook final 2010 (2)
Aatc employee handbook final 2010 (2)
 

Similar to Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report

Sask. Kindergarten Curriculum
Sask. Kindergarten CurriculumSask. Kindergarten Curriculum
Sask. Kindergarten Curriculumsusan70
 
Senate Academic Planning Task Force : DRAFT Report March 2013
Senate Academic Planning Task Force : DRAFT Report March 2013Senate Academic Planning Task Force : DRAFT Report March 2013
Senate Academic Planning Task Force : DRAFT Report March 2013eraser Juan José Calderón
 
Strategic Technology Roadmap Houston Community College 2005
Strategic Technology Roadmap Houston Community College 2005Strategic Technology Roadmap Houston Community College 2005
Strategic Technology Roadmap Houston Community College 2005schetikos
 
Reinventing the City
Reinventing the CityReinventing the City
Reinventing the CityDean Pallen
 
THE DIGITAL TURN Pathways for higher education in the digital age
THE DIGITAL TURN Pathways for higher education in the digital ageTHE DIGITAL TURN Pathways for higher education in the digital age
THE DIGITAL TURN Pathways for higher education in the digital ageeraser Juan José Calderón
 
The Impact of Information and Communications Technologies on the Teaching of...
The Impact of Information and Communications Technologies on the Teaching of...The Impact of Information and Communications Technologies on the Teaching of...
The Impact of Information and Communications Technologies on the Teaching of...Hicham El Moueden
 
Ict in africa education fullreport
Ict in africa education fullreportIct in africa education fullreport
Ict in africa education fullreportStefano Lariccia
 
Healthcare Contingency Operations by DHHS ASPR
Healthcare Contingency Operations by DHHS ASPRHealthcare Contingency Operations by DHHS ASPR
Healthcare Contingency Operations by DHHS ASPRDavid Sweigert
 
Social Safety Nets and Gender- Learning from Impact Evaluations and World Ban...
Social Safety Nets and Gender- Learning from Impact Evaluations and World Ban...Social Safety Nets and Gender- Learning from Impact Evaluations and World Ban...
Social Safety Nets and Gender- Learning from Impact Evaluations and World Ban...Segen Moges
 
Perspective of Agricultural Extension
Perspective of Agricultural ExtensionPerspective of Agricultural Extension
Perspective of Agricultural ExtensionSaide OER Africa
 
Erasmus plus-programme-guide 2016-en
Erasmus plus-programme-guide 2016-enErasmus plus-programme-guide 2016-en
Erasmus plus-programme-guide 2016-enMario Verissimo
 
Competence 2.0- A Guide To Planning For Change Intro&Ch1
Competence 2.0- A Guide To Planning For Change Intro&Ch1Competence 2.0- A Guide To Planning For Change Intro&Ch1
Competence 2.0- A Guide To Planning For Change Intro&Ch1Michigan State University
 
I think manual final electronic
I think manual final electronicI think manual final electronic
I think manual final electronicCyril Sualan
 
Green growth2012medreport full_en
Green growth2012medreport full_enGreen growth2012medreport full_en
Green growth2012medreport full_enorchata2005
 
SLTF - Final Consolidated Strategy 20160303
SLTF - Final Consolidated Strategy 20160303SLTF - Final Consolidated Strategy 20160303
SLTF - Final Consolidated Strategy 20160303Michael Harry Yamson
 
"Just Imagine!" a Strategic Foresight exercise
"Just Imagine!" a Strategic Foresight exercise"Just Imagine!" a Strategic Foresight exercise
"Just Imagine!" a Strategic Foresight exerciseJohn Ratcliffe
 
"Just Imagine!" a Strategic Foresight exercise
"Just Imagine!" a Strategic Foresight exercise"Just Imagine!" a Strategic Foresight exercise
"Just Imagine!" a Strategic Foresight exerciseJohn Ratcliffe
 

Similar to Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report (20)

Sask. Kindergarten Curriculum
Sask. Kindergarten CurriculumSask. Kindergarten Curriculum
Sask. Kindergarten Curriculum
 
Senate Academic Planning Task Force : DRAFT Report March 2013
Senate Academic Planning Task Force : DRAFT Report March 2013Senate Academic Planning Task Force : DRAFT Report March 2013
Senate Academic Planning Task Force : DRAFT Report March 2013
 
Strategic Technology Roadmap Houston Community College 2005
Strategic Technology Roadmap Houston Community College 2005Strategic Technology Roadmap Houston Community College 2005
Strategic Technology Roadmap Houston Community College 2005
 
Reinventing the City
Reinventing the CityReinventing the City
Reinventing the City
 
THE DIGITAL TURN Pathways for higher education in the digital age
THE DIGITAL TURN Pathways for higher education in the digital ageTHE DIGITAL TURN Pathways for higher education in the digital age
THE DIGITAL TURN Pathways for higher education in the digital age
 
The Impact of Information and Communications Technologies on the Teaching of...
The Impact of Information and Communications Technologies on the Teaching of...The Impact of Information and Communications Technologies on the Teaching of...
The Impact of Information and Communications Technologies on the Teaching of...
 
Ict in africa education fullreport
Ict in africa education fullreportIct in africa education fullreport
Ict in africa education fullreport
 
Healthcare Contingency Operations by DHHS ASPR
Healthcare Contingency Operations by DHHS ASPRHealthcare Contingency Operations by DHHS ASPR
Healthcare Contingency Operations by DHHS ASPR
 
Fed lib 2011 competencies
Fed lib 2011 competenciesFed lib 2011 competencies
Fed lib 2011 competencies
 
Social Safety Nets and Gender- Learning from Impact Evaluations and World Ban...
Social Safety Nets and Gender- Learning from Impact Evaluations and World Ban...Social Safety Nets and Gender- Learning from Impact Evaluations and World Ban...
Social Safety Nets and Gender- Learning from Impact Evaluations and World Ban...
 
Perspective of Agricultural Extension
Perspective of Agricultural ExtensionPerspective of Agricultural Extension
Perspective of Agricultural Extension
 
Erasmus plus-programme-guide 2016-en
Erasmus plus-programme-guide 2016-enErasmus plus-programme-guide 2016-en
Erasmus plus-programme-guide 2016-en
 
Competence 2.0- A Guide To Planning For Change Intro&Ch1
Competence 2.0- A Guide To Planning For Change Intro&Ch1Competence 2.0- A Guide To Planning For Change Intro&Ch1
Competence 2.0- A Guide To Planning For Change Intro&Ch1
 
I think manual final electronic
I think manual final electronicI think manual final electronic
I think manual final electronic
 
Rand rr4322
Rand rr4322Rand rr4322
Rand rr4322
 
Green growth2012medreport full_en
Green growth2012medreport full_enGreen growth2012medreport full_en
Green growth2012medreport full_en
 
SLTF - Final Consolidated Strategy 20160303
SLTF - Final Consolidated Strategy 20160303SLTF - Final Consolidated Strategy 20160303
SLTF - Final Consolidated Strategy 20160303
 
"Just Imagine!" a Strategic Foresight exercise
"Just Imagine!" a Strategic Foresight exercise"Just Imagine!" a Strategic Foresight exercise
"Just Imagine!" a Strategic Foresight exercise
 
"Just Imagine!" a Strategic Foresight exercise
"Just Imagine!" a Strategic Foresight exercise"Just Imagine!" a Strategic Foresight exercise
"Just Imagine!" a Strategic Foresight exercise
 
Serving Up Justice: How to Design an Emergency Feeding Program and Build Comm...
Serving Up Justice: How to Design an Emergency Feeding Program and Build Comm...Serving Up Justice: How to Design an Emergency Feeding Program and Build Comm...
Serving Up Justice: How to Design an Emergency Feeding Program and Build Comm...
 

Regional+Economic+and+Community+Development+in+Southern+Indiana+-+Final+Report

  • 1.       2015     School  of  Public  and   Environmental  Affairs       Spring  2015  V600   Capstone  Class     REGIONAL   ECONOMIC  AND   COMMUNITY   DEVELOPMENT  IN   SOUTHERN   INDIANA  
  • 2.     1   Contents   Executive  Summary  .....................................................................................................................................  3   Regional  Tourism  Development  Plan  ...........................................................................................................  5   External  Marketing  ..................................................................................................................................  5   Building  a  Regional  Brand  ....................................................................................................................  5   Target  Marketing  Specific  to  the  Chicago  Area  ...................................................................................  8   Target  Marketing  Specific  to  the  St.  Louis  Area  .................................................................................  10   Target  Marketing  Specific  to  the  Louisville  Area  ................................................................................  12   Attract  Indiana  University  Alumni  to  Revisit  the  Area  .......................................................................  13   Tourism  as  a  Recruitment  Tool  ..........................................................................................................  14   Internal  Marketing  .................................................................................................................................  16   Promoting  Indiana  Artisans  ...............................................................................................................  16   Increase  Collaboration  between  SIRMC  and  Explore  Southern  Indiana  .............................................  17   Recommendations  for  Age-­‐Targeted  Marketing  ...............................................................................  18   Increasing  Collaboration  between  County  &  State  Tourism  Offices  ..................................................  20   Tourism  Mapping  ...................................................................................................................................  21   Interactive  Map  ..................................................................................................................................  21   Static  Map  ..........................................................................................................................................  23   Recommendations  .............................................................................................................................  23   URLs  for  the  Maps  ..............................................................................................................................  25   Appendix  ................................................................................................................................................  26   Regional  Workforce  Development  Plan  .....................................................................................................  29   WorkOne  Indiana:  Utilizing  Existing  State  Resources  ............................................................................  29   Regional  Presence  &  Function  ............................................................................................................  30   Strengths,  Weaknesses,  Opportunities,  and  Threats  (SWOT)  ............................................................  33   Best  Practices  .....................................................................................................................................  34   Challenges  ..........................................................................................................................................  35   Recommendations  .............................................................................................................................  36   Stem  Initiatives:    A  Non-­‐Profit  Approach  ...............................................................................................  37   STEM  Education  in  United  States  vs.  Other  Countries  ........................................................................  37   Importance  of  STEM  Education  Initiatives  .........................................................................................  38  
  • 3.     2   Potential  Solutions  for  Current  Situation  ...........................................................................................  39   Proposed  Solutions  .............................................................................................................................  40   Afterschool  and  Summer  Education:  Privately  Funded  Programs  .........................................................  42   Existing  Regional  Programs  ...............................................................................................................  42   Strengths  of  Existing  Programming  ...................................................................................................  45   Weaknesses  of  Existing  Programming  ...............................................................................................  45   Best  Practices  .....................................................................................................................................  46   Recommendations  .............................................................................................................................  46   Program  Evaluation:  Pre-­‐Screening  &  A  New  Approach  ........................................................................  49   Why  is  Evaluation  Necessary?  ............................................................................................................  49   Evaluating  Program’s  Effectiveness:  Best  Practices  and  Findings  ......................................................  50   Evaluation  Template  for  Proposed  Programs  ....................................................................................  53   IU  Rural  Center  of  Excellence  .....................................................................................................................  59   Executive  Summary  ................................................................................................................................  59   Background  ............................................................................................................................................  62   Project  Strategy  .................................................................................................................................  63   IU  Bicentennial  Strategic  Plan  Integration  .........................................................................................  63   Stakeholder  Analysis  Overview  ..........................................................................................................  64   Rural  Center  of  Excellence  Focus  Areas  .................................................................................................  66   Focus  Area  1:  Rural  Business  and  Rural  Cooperative  Development  ...................................................  66   Focus  Area  2:  Rural  STEM  Programs  ..................................................................................................  72   Focus  Area  3:  Rural  Health  &  Substance  Abuse  .................................................................................  75   Focus  Area  4:  Rural  Technology  and  Broadband  ...............................................................................  81   Other  Opportunities  ...............................................................................................................................  84   Challenges  ..............................................................................................................................................  86   Conclusion  ..............................................................................................................................................  87   Appendix  I:  Stakeholder  meetings  ..........................................................................................................  88   Appendix  II:  Relevant  Faculty  Members  .................................................................................................  89   Appendix  III:  Grants  List  .........................................................................................................................  94   Bibliography  –  Regional  Tourism  Development  Plan  ...............................................................................  103   Bibliography  –  Regional  Workforce  Development  Plan  ...........................................................................  103   Bibliography – IU Rural Center of Excellence  ........................................................................................  107  
  • 4.     3   Executive  Summary   Tourism Development: Tourism is a major industry in southwest central Indiana, serving as a significant economic driver in the 11 counties detailed in this report. However, there is still room for the growth of tourism in the area. In order to more fully develop this sector in southwest central Indiana, this report makes recommendations within three categories: external marketing, internal marketing, and tourism mapping. External marketing recommendations include building a regional brand for tourism, pursuing specific target markets in nearby major population centers, utilizing Indiana University’s alumni base, and advertising tourism as a recruitment tool for businesses. Internal marketing recommendations include increased promotion of the Indiana Artisans, improved communication and collaboration between Explore Southern Indiana and the Southern Indiana Regional Marketing Co-op, instituting specific marketing for age demographics, and designating tourism support staff at Radius Indiana. Tourism mapping recommendations include the use of interactive online maps, which we have built, and the eventual expansion of these maps through a fee-based option. These groups of recommendations are intended to coalesce in such a manner as to unify the area in a collective effort to increase tourism activity, and the ensuing economic benefit, in southwest central Indiana. Workforce Development: This report outlines workforce development in the SWC Indiana region through leverage of a combination of public, nonprofit, private and independent evaluation approaches. It recommends that the regional WorkOne one-stop career centers adopt and expand proven best practices from other areas of the state, as well as expanding marketing, web-presence and social-media efforts to expand awareness of state programming. The Nonprofit approach recommends the establishment of standardized STEM curricula in regional schools through partnership with local nonprofits such as Project Lead the Way, ensuring engagement with STEM topics and skills early in student development. Further opportunities exist for private partnership in the area of Afterschool and summer education, utilizing local industry and business funding and relationships to develop extracurricular activities that adequately prepare local students and youth to effectively enter the local workforce. Finally, the report provides examples of effective program evaluation principles and techniques and details a template designed to enable Radius Indiana to evaluate prospective programs based on a wide range of determining factors.
  • 5.     4   IU Rural Center of Excellence: Based on findings from the Battelle Strategic Plan for southwest central Indiana, this report recommends that Indiana University establish a “Rural Center of Excellence” to coordinate research and programming in the eleven-county SWC Indiana region. This team recommends four focus areas for the center: 1) Rural Business & Cooperative Development, 2) Rural STEM Education, 3) Rural Health & Substance Abuse, and 4) Rural Technology & Connectivity. The report details numerous peer institutions already conducting similar activities and demonstrates the need for this type of action within the region. As detailed in the report, many rural-focused activities are already ongoing at IU. Additionally, many ongoing programs and research projects in other regions could be replicated and applied to the SWC Indiana region. Finally, the report provides a list of possible federal funding mechanisms for the establishment and implementation of the Rural Center of Excellence. By creating and investing in this center, Indiana University can become a glowing example of what public institutions can do for their local regions while also continuing to build its brand as a globally-renowned research institution.    
  • 6.     5   Regional  Tourism  Development  Plan   External  Marketing       Building  a  Regional  Brand   The creation of a regional or 'place' brand for an area is key to several sectors for any developing economy, including tourism and business development. This is achieved by creating a regional brand and identity. A successful regional branding evokes a sense of place in those who think of it, much how Napa Valley evokes a feeling of leisurely strolls through a winery or Las Vegas gives a sense of wild times and gambling. For the most part, these campaigns are centered on states or cities rather than a particular region, but successful branding of a regional area is quite possible, especially within a limited target geographic market. Studies1 have noted that a successful campaign must adjust to the local context, and are reliant on the passion of independent project leaders and a profound connection with local networks across the business, government, and nonprofit sectors. Furthermore, a strong sense of place and pride within the inhabitants of the region is important, as it is their voices and culture that is being magnified for the outside world- why would a tourist or potential business come to the region if the people do not love their own homes? Southern Indiana: America's Heartland The primary over-arching brand to drive home in future advertising campaigns should be America's Heartland. There are two general categories of attractions and qualities that embody southwest central Indiana, and these are the small town feel and the outdoor attractions that grace the region. "America's Heartland" captures the essence of both of these qualities by harkening back to the frontier days of Indiana, where the wilds were unexplored and the towns were small, but industrious and patriotic. The region can use its history as a draw towards the people of the surrounding cities, such as Chicago, Louisville, and St. Louis, by having people recall with nostalgia the Westerns they watched as children and their grandparents farms and homes in rural areas; parents will want to connect their own childhoods to the lives of their children, by showing them what small-town America looks like via the small towns and attractions of southwest central Indiana. Likewise, the many outdoor areas in the region will be appealed to by recalling schoolyard tales of folk heroes like Davie Crockett and Lewis & Clark; as the many beautiful vistas of Indiana are relatively unknown to most people in the nearby cities, adding the air of mystique and exploration implied by the pioneer spirit of America's Heartland. Of note, however, is that the terminology ‘southwest central Indiana’ should not be used in any advertising. The key to sticking an idea in someone's mind is to connect the tag-line to the area in question. As southwest central Indiana is an unwieldy name, at best, it introduces mental barriers                                                                                                                           1  (Dredge  &  Jenkins,  2003)  (Messely,  Dessein,  &  Lauwers,  2010)  
  • 7.     6   into the minds of target audiences. In any marketing strategy, the alternative of using 'southern Indiana' is preferable in that is it easily memorable and less mentally intrusive. Brand Focusing America's Heartland is the overall message to push in advertising to external tourism markets, in that it is the central theme to base around individual markets and target groups. Explored below are several sample target markets and potential brand messages that fit within the idea of America's Heartland but are more tailored to each audience. Examples of brochures, flyers and other ads with these messages are located in the appendix. Outdoor Adventure- America's Hidden Gem: Southern Indiana Nature enthusiasts and outdoor adventurers, such as rock climbers, kayakers and hikers, are adventurous by definition, always seeking out new locations to explore. As the southwest central Indiana region has many natural attractions but relatively few tourists, this marketing strategy is to play up that the region is unexplored. This gives the target audience the feeling of being the first in their peer group to discover new sights and the ability to show these locations to their friends. Thus, it adds in the social dimension of leadership in the target audience as well. -German Ridge Trail, Hoosier National Forest Family Vacations- Explore America's Heartland Particularly over school summer vacations, families partake in vacations with their children, visiting historic sites and celebrating patriotic holidays such as July Fourth and Memorial Day. The small towns and festivals in this region of Indiana are poster-children of Americana, thus very attractive to parents hoping to explore America's rich history with their kids. Marketing campaigns targeted at parents in the spring to encourage participation in summer festivals,
  • 8.     7   boy/girl scout camps, fishing, and hiking will help draw in seasonal tourism revenue from families with younger children, especially from the nearer cities of Louisville, Chicago and St. Louis. Stress Relief- Return to a Simpler Life in Southern Indiana The workers and suburbanites in the nearby cities have relatively fast paced lives like all city dwellers. Targeting these stressed business people for vacations should focus on the slow-paced entertainment common throughout the area. These include eating and drinking at one of the wineries on the wine trail, horseback riding in a state park, lazy mornings at a bed and breakfast, and a sunset round of golf at a PGA ranked course. These visions of relaxing activities are appealing to those people looking for a short vacation away from the kids, as well as those searching for an outing with their friends or with business partners looking to close a deal; all without needing to pay a fortune for a resort in Colorado or Florida. Pushing the affordability and ease of access to these amenities should bring in tourism dollars from short-term vacationers. -Indiana Wine Fair 2014, Story Inn in Nashville Conclusion Southwest central Indiana's attractiveness relies on its hometown feel and its outdoor activities to bring in tourism from outside the region. America's Heartland helps bring these two groups into a cohesive message of patriotism and exploration, telling adventure seekers and vacationers alike that they can find what they seek here. The America's Heartland message is highly flexible and is highly relatable to many target groups. Visual imagery and photography of the various attractions in the region will be key, as at the moment few people outside of the region know of the area. As sight is the primary sense, showing people what they can find here is important to bringing in their business.
  • 9.     8   Target  Marketing  Specific  to  the  Chicago  Area   Chicago The ‘Windy City’ is America's third largest city, with more than 9 million people living within the greater Chicagoland area. The greater Chicagoland area is growing rapidly with people all ages and socioeconomic status living within the region. Due to the large number of suburbs and exurbs, it is difficult to pinpoint average income and other household-level statistics for the region, but due to the sheer scale of the city, it can be assumed that there are large amounts of any targeted demographics within the media area. With that said, the incorporated city itself has a median income of $44,000, and more than half of the population lies between the ages of 15 and 44. A further 22% are between 44 and 65, making a majority of the city population within the peak of their purchasing power. Far more important to our analysis are the attractions that are provided within Chicago and what sorts of attractions are not readily available to the population. The city is home to a large number of artists, theatres, museums, sports, bars, parks, libraries and most other day-to-day entertainments one can think of for little to no cost. Thus, marketing to Chicago must rely on the rare amenities that the southwest central Indiana region has available and Chicago does not. The natural splendor of Indiana is the largest attraction to the southwest central Indiana area, something which the city lacks. The slower pacing and small town feel of the towns within this region are also notably different from the industrial Chicagoland area. Thus, marketing to the Chicagoland region may focus upon short-term 'get away from it all' trips for stressed families and workers looking for a slower pace and the serene outdoors. The low cost of rental housing, entertainment and transportation are suitable for marketing towards low to moderate income families and social groups as an event destination. The beautiful vistas of Indiana are also marketable to the young people of Chicago as cheap destinations for weddings, reunions and other mid-sized get-togethers. Stress Relief Life within large cities such as Chicago is very energetic, but also highly stress-inducing. Workers and families with limited budgets are able to afford a 3 hour drive but not a plane flight to one of America's cheaper destinations. Thus, Southern Indiana is well positioned to receive travels on a mid-sized budget for short term vacations. The slower paced towns of the region are excellent draws for families that wish to have their kids learn American history while on a trip, while also allowing parents and couples to relax at their own pace in the various outdoor activities, shopping and other entertainment within the region.
  • 10.     9   -Wedding reception at White Creek Acres in Columbus Girl's/Boy's Weekend Out The large number of wineries and golf courses within the southwest central Indiana region are well-placed for marketing campaigns appealing to men and women in their late 20s to early 30s. The wineries, horseback riding and other similar activities are appealing to groups of young men and women wishing to get away from their spouses and work by traveling with their friends to cheap luxury activities such as the bed and breakfasts and wineries in Indiana. Likewise, people who are looking to bond with business partners, friends and social groups can take advantage of the PGA-ranked golf courses in the area, of which there are few within the Chicagoland region. Party and Wedding Destination The availability of cheap rentals and venues within the scenic hills of southwest central Indiana makes the area suitable for marketing towards several groups of people. The central location of the area (between St. Louis, Chicago, Louisville, Indianapolis and other cities) creates a crossroads easily reachable by multiple groups. Gatherings of friends, wedding parties, and reunions of all sorts are suited perfectly for southwest central Indiana. First, wedding groups looking for luxurious facilities without a great cost can choose this region as the location for a wedding and/or reception for their family, as there are several farms, event centers, scenic churches and other suitable places for weddings. The low cost of rental housing and hotels also can appeal to families looking to have a family reunion within the area. Finally, groups of students, young professionals and other social groups are able to rent housing in this region for longer outings, granting them access to the caves, wineries, golf courses, hiking and other entertainment nearby while allowing them privacy at night to enjoy themselves as they wish. Recommendation Overall, we recommend that marketing towards the Chicagoland area focus on bringing in social groups and families, especially in the low-mid income range. The highly paid professionals of the city will not likely choose Indiana as a destination, but the close proximity of this region to
  • 11.     10   Chicago, as well as its low prices for rentals, entertainment and transportation create an excellent destination for events of all sorts.   Target  Marketing  Specific  to  the  St.  Louis  Area   St. Louis St. Louis is a city of nearly three million people situated about 3.5 hours from the counties within the purview of this report. The city's median age is 34, a prime target age for families with children between 6 and 16. This provides an opportunity for family friendly weekend trips to see Indiana's natural areas. The annual household income is around $60,000 dollars a year, with a cost of living 6% below the national average, giving the people of St. Louis moderately sized disposable incomes. Furthermore, the topographical make-up of the city's surrounding regions is quite different than that of Indiana. The hills and rivers of southwest central Indiana are distinct from the plains and foothills common throughout Missouri. The city is also ranked by Forbes as a top 100 city for business in the United States, with industries centered in bio-sciences, education and healthcare. As southwest central Indiana is another center of biological and physical sciences due to the Crane naval base, there are opportunities to attract businesses to the region for both business retreats as well as potential expansions. With a young, growing population at the prime of their lives, the city is an excellent candidate for marketing opportunities, particularly those focused on family weekend trips and small-to-medium sized business retreats. -Amish horse and buggy in rural Daviess County
  • 12.     11   Family Friendly Activities Southwest central Indiana has the potential to attract families with adolescent and teenaged children from St. Louis. The natural areas that are a highlight of this portion of Indiana can be used to attract family and group outings to the forests and nature-focused destinations in the region. Much of Missouri is dominated by the Ozark Plateau and northern Plains climate zones- a focus on advertising the opportunities for hiking, fishing and other outdoor activities could attract families and groups such as the Boy Scouts to the region for weekend and summer activities. The low cost and high quality of Indiana's local restaurants and hotels near the parks is also attractive to families looking to save costs on their vacation activities. A push for the expansion of summer camps and camping zones alongside the state and national parks services could be key in attracting families to the area. Business Opportunities There are a large number of small hotels and bed & breakfasts throughout southwest central Indiana, particularly around the region of Crane naval base. Both St. Louis and this part of Indiana share industry in the biological and defense sectors. A focus on attracting businesses to the area for strategic meetings and business retreats can bring both short-term and long-term business to the area. The facilities in this region are suitable for small business meetings and offer a range of recreational activities in the surrounding area. Between access to key industry players in the bio-defense industrial cluster based around Crane naval base and the recreational infrastructure available nearby, southwest central Indiana is an excellent location to develop business retreats and conferences for companies from the St. Louis area. Business groups that enter the region for conferences and retreats are also easily available targets for selling the benefits of Indiana as a center of low-cost business expansions. Selling the industrial cluster, low taxes, cheap land and workforce development efforts to businesses during retreats has the potential to increase the number of companies doing business in the region. Recommendations Overall, we recommend advertising our available wilderness zones as family-friendly to St. Louis' population, with a focus on Boy/Girl scout groups and other adolescent organizations to attract family vacations. We also recommend promoting the region to St. Louis' businesses as a location for business conferences and retreats, with an emphasis on the bio-science and defense industries within St. Louis. The tourism industry of the southwest central Indiana area will gain direct business and the local bio-defense cluster around Crane naval base can add new companies to its portfolio.  
  • 13.     12   Target  Marketing  Specific  to  the  Louisville  Area   Louisville The city of Louisville, Kentucky, with the surrounding Jefferson County included, is home to a population of 756,832 residents with median per-capita income of $27,925 as of the 2014 census. 63.1% of the population is between 18 and 65 years of age, with a median age of 37. Since the majority of the population is in the active workforce age demographic, and the cost of living is 10.1% below the national average, this is a city where residents would be more likely to drive short distances to nearby destinations to minimize travel costs in their activity plans. While the Louisville and Jefferson County areas do have many of either the same or competitively similar tourism offerings to the southwest central Indiana area, what they do lack are lake related outdoor water recreation. The GoToLouisville.com website already lists Indiana Caverns and Squire Boone Caverns as two of its destinations that are in southern Indiana, there is definitely room for more offerings that can be provided by the southwest central Indiana region. Tourism options Outdoor water activities on Lake Patoka would be an activity that this region would be able to provide to tourists from Louisville, where the area lacks a comparable local alternative. French Lick Resort & Casino is already being suggested in Louisville tourism sites, so it would not be a stretch to add Paoli Peaks and Lake Patoka to this list. Alcohol production tours that southwest central Indiana offers are less likely to be successful in this market due to the Kentucky Bourbon trail, though marketing our vineyards using the angle of the usage of regional grapes for their wine could have some value to connoisseurs. Although there is a strong and established artisan community in Paducah, Kentucky, tourists leaving from Louisville could travel a shorter distance to see regional artisanal products from southwest central Indiana. The artisan trails offer free exposure to the work of local Indiana artisans, as do the open studio hours many artisans keep in the month of October. -Patoka Lake
  • 14.     13   Business opportunities The inventory assessments for Crawford, Daviess, Martin, and Dubois Counties have a large number of businesses that are either restaurants, local grocery and general stores, or are artisanal food producers. These restaurants and producers can receive more exposure and reputation by creating customizable culinary and farm tours that each county can offer in a “taste of (name) county” type of promotion. In the counties with Amish family owned restaurants and produce these businesses can be incorporated into either a heritage tour in the county or a dedicated heritage food tour, depending on the county and available businesses. The demographics of the Louisville tourists are such that they will most likely be of working age that keep a significant amount of their income after living expenses and therefore likely to want to do an activity outside of town and be back that night or maybe the next day. We want to capitalize then on higher volumes of tourists coming from Louisville and market more towards close activities that they either do not have in their home town or are just different enough to give the impression of novelty. Attract  Indiana  University  Alumni  to  Revisit  the  Area   The alumni of IU represent a fantastic opportunity for southwest central Indiana region to increase the number of recurrent tourists. IU alumni live throughout the entire world, but there is a high concentration of alumni throughout the Midwest that constitute a market with a high probability of visiting the area. The problem is that when they do visit, they mainly stick around Bloomington without ever getting out into the rest of the surrounding area. Instead of this, the attraction of IU should simply serve as a launching point to convince alumni to experience the rest of southwest central Indiana during their time here. This can be accomplished through increasing collaboration between Radius and the IU Alumni Association (IUAA). By working together, Radius could use a relationship IUAA to advertise a plethora of tourism opportunities to IU alumni. For example, before the annual Homecoming football game and tailgate, Radius could provide IUAA with a list of lodging alternatives throughout the region. Also, many alumni have young families, thus making it appropriate to provide them information regarding the vast number of family-friendly outdoor activities that the area has to offer. This would incentivize alumni to bring their entire families with them when they visit.
  • 15.     14   -The Sample Gates at Indiana University in Bloomington Radius could also use a relationship with IUAA to reach out to alumni directly. Every summer IUAA hosts the Alumni Leaders Conference at the IU Bloomington campus. IUAA runs a variety of activities and engages other IU offices in order to provide a fun and entertaining experience to the IUAA members that are able to attend. This annual event presents wonderful opportunities to those that are in attendance; from showing the variety of changes and exciting initiatives taking place around campus, to a chance to network with other alumni from all over the world. Radius could take advantage of this event and use it as a forum to quickly disseminate tourism information to a wide array of alumni. In summation, IU’s large number of alumni that live within reasonable distance of the southwest central Indiana region constitute an invaluable opportunity to increase tourism within the area. They have a strong connection to their Alma matter and this personal relationship they have with the university should be able to be parlayed into frequent visits to this part of the state. By partnering with the IUAA, Radius can use this source of recurring visitors to market specific aspects of tourist attractions throughout the region to great effect. Tourism  as  a  Recruitment  Tool   In order to create interest in living in southwest central Indiana and retain more residents, the tourism sector can also be employed as a human resources recruitment vector. The most direct and simple approach would be to have a board or kiosk in the tourism offices that provide contact information for local area businesses that are currently hiring. If Radius is able to commit human resources to attracting potential job-seekers using the tourism platform, individual counties could hire representatives to communicate job postings, a liaison for college campus visits to relay job postings or provide recruitment materials for businesses in various nearby counties, or a web manager to maintain a job postings aggregation site for southwest central Indiana employment opportunities and set a portal to it from the Radius website. Establishing representatives for the county tourism offices could be as simple as repurposing existing staff if personnel allows.
  • 16.     15   If Radius already does conduct college campus visits, then the liaison potentially already exists and then is just limited in what materials they are bringing with them to campus visits. A job list site should be well advertised to local businesses in the counties so that they are comfortable with posting their openings and so that applicants using the site are actually successful in gaining employment through its use. All of these options would include materials that could of course be Radius-branded to increase its visibility as a job-finding resource. Marketing materials distributed by Radius for tourism should also include a section with dedicated mention of where to find job postings (either online or at the tourism offices).
  • 17.     16   Internal  Marketing   Promoting  Indiana  Artisans   In order to strengthen the Indiana Artisans collaborative that launched in 2008, Radius should consider a range of initiatives that seek to increase Artisan enrollment and attract tourism to the region. By emphasizing initiatives that increase Indiana Artisan visibility and reduce enrollment barriers, particularly in rural areas, while also more convincingly communicating the value of joining the Artisan network, Radius will strengthen the foundation of organized Artisan activity in the region and establish a brand for Indiana-made goods that extends well beyond state lines. Ideally, Indiana Artisans should explore as many avenues as possible to increase enrollment, such as opening regional storefronts to sell artisan arts and foods, and increasing outreach and marketing in rural areas to make joining the organization both more accessible and beneficial. The possibility of a regional store centered in Bloomington, Jasper, Bedford, Nashville, or other population areas, could provide additional economic incentives for local artisans to join, particularly if retail locations can generate significant profit sharing with local artisans. Rural marketing efforts should emphasize storefront fliers and personal communication with local artisans to better inform them of the application process and benefits of joining the Indiana Artisan organization. These efforts could alleviate fears of past programs that some Artisans feel under-delivered. Perhaps the most essential recommendation for Radius to implement is the need to improve communications with Indiana’s artisans, both in regards to the application process and the prospective benefits of joining. From our experience, prospective artisans are unclear of how to apply, the costs of becoming an official Indiana Artisan, and the benefits they will receive from membership. These concerns are likely the most pressing in rural areas where internet access is low. Fliers, and more likely, person-to-person contact may help lesson these barriers to local artisans becoming official Indiana Artisans. This may require additional attention at Radius, particularly a staff person who is tasked with identifying and enrolling local arts-and-food artisans that would be valuable to the Indiana Artisan brand. In addition, this staff-person could help utilize an “Artisan Trail” that uses online mapping techniques (detailed later in this report) to develop travel-packages in the region suitable for different age groups and recreational interests.
  • 18.     17   -Weaver at the 2015 Indiana Artisan Marketplace Increase  Collaboration  between  SIRMC  and  Explore  Southern  Indiana   The Southern Indiana Regional Marketing Co-op (SIRMC) currently collaborates with the Indiana Office of Tourism Development and Historic Southern Indiana. The organization has had one planning session with Explore Southern Indiana in the past, but no action has been taken to begin collaboration between the two organizations. The goals of SIRMC and Explore Southern Indiana seem to overlap. Since Explore Southern Indiana and SIRMC are both major marketing organizations for Southern Indiana, we recommend close collaboration between the two entities in order to achieve maximum marketing outreach. Since SIRMC currently works closely with the Indiana Office of Tourism Development and Historic Southern Indiana (a cultural heritage organization), we believe that reaching out to Explore Southern Indiana to organize collaborative efforts will be highly feasible for SIRMC. We recommend that a representative from SIRMC attend monthly or bimonthly meetings held by Explore Southern Indiana, and vice versa. This would enable the organizations to communicate regarding successful and unsuccessful marketing strategies, upcoming events, etc. We also recommend that a board member from SIRMC join the board of Explore Southern Indiana, and that a board member from Explore Southern Indiana join the board of SIRMC. If SIRMC and Explore Southern Indiana communicate regularly, we believe that both organizations could reach a wider audience and achieve optimum marketing success among their audience, which would ultimately result in improved tourism for Southern Indiana.
  • 19.     18   Recommendations  for  Age-­‐Targeted  Marketing   Ages 18-30 Since IU is the largest university within the southwest central Indiana region, we believe that IU students, faculty, and staff should be the main focus of target marketing for the 18-30 age group. Many IU students, faculty, and staff take part in outdoor activities such as hiking, climbing, and caving. The southwest central Indiana region has an array of parks, nature preserves, and other outdoor recreation areas that could potentially attract those associated with IU. We believe that connecting with groups such as the IU Outdoor Adventures Club would help to attract more visitors to attractions throughout southwest central Indiana. We recommend sending updates to the IU Outdoor Adventures Club and other clubs regarding outdoor recreational activities and promotions. One of these promotions that currently attracts a large number of IU students is College Night at Paoli Peaks. These clubs could share this information with members through email, social media, and meetings. We also recommend that the southwest central Indiana region have a strong social media presence in order to quickly and easily share this kind of information with the 18-30 age group. Specifically, Twitter and Facebook accounts would be most effective. Social media is the most widely used communication platform for people in this age group. IU graduate students in schools such as the School of Public and Environmental Affairs and the School of Public Health should be another focus of marketing for the southwest central Indiana region. Graduate students often have access to cars for transportation and are in search of weekend activities since they are sometimes unfamiliar with the area. We recommend producing a targeted brochure highlighting the southwest central Indiana region’s top tourist destinations and outdoor recreation activities and working with graduate programs at IU to provide this brochure to graduate students during their orientation. We believe that incoming graduate students would be a better focus than incoming undergraduate students because incoming undergraduates usually do not have access to cars for transportation and are usually interested in staying on campus for weekend activities.
  • 20.     19   -College Nights at Paoli Peaks Ages 50-60 In order to target the 50-60 age group we recommend advertising activities and destinations in local newspapers as well as local radio and television stations. The radio stations we would recommend advertising on would be WAMW-107.9 FM in Washington, WRZR-94.5 FM in Loogootee, WQRK-105.5 FM in Bedford, WPHZ-102.5 FM in Orleans, WFLQ-100.1 FM in French Lick, and WAMW-1580 AM in Washington. This broad array of talk radio and different types of music will allow for the largest audience to be reached. The local newspapers we would recommend advertising in would be The Paper of Montgomery County, The Dubois County Herald, Greene County Daily World, Paoli News-Republican, and the Washington Times-Herald. These newspapers are all popular in their areas and would reach a significant population in the southwest central Indiana region. As far as television stations we would recommend WMYO in Salem, which is a Mynetworktv station, and WJTS in Jasper which is an America One network. Both of these stations are smaller networks that would cater to marketing internally in the southwest central Indiana region. These stations broadcast a variety of programming including sporting events, cooking shows, and news programs. They would be a perfect place to include an advertisement for all that the southwest central Indiana region has to offer. Our strategy for attracting people in this age group to explore new things in the southwest central Indiana region is to advertise activities that individuals in the 50-60 year old age group enjoy such as winery tours, golfing, and arts and crafts shops. Online interactive maps (detailed later in this reports) for the southwest central Indiana region will enable people to plan trips to these different attractions with ease. The interactive maps will be helpful to attract people of all ages to the southwest central Indiana region. The radio, newspaper, and television advertising will be essential though to reach those that do not have Internet access.
  • 21.     20   -The Pete Dye Course, French Lick Increasing  Collaboration  between  County  &  State  Tourism  Offices   One strategy for improving and further developing the tourism market in Indiana is increasing the collaboration between the counties that have their own tourism offices and the state’s main tourism agency. There are multiple counties within the southwest central Indiana that advertise their tourist destinations on the Internet and various media outlets, but most cannot dedicate as many resources to these efforts as they would like. Meanwhile, the Indiana Office of Tourism Development has an aesthetically pleasing campaign called “Honest to Goodness Indiana” that markets some larger events that are held in the state and larger tourist attractions, but fails to include many important features within the southwest central Indiana region. In order to develop a more streamlined and effective tourism campaign that will include items from all over the region, large and small, there are several strategies that should be looked at. First, it would be essential for all county tourism employees to be in frequent contact with the same person from the state tourism agency in order to maintain accuracy of all tourism information. Another strategy would be to form a position at Radius that would serve as ‘Tourism Coordinator’. The ‘Tourism Coordinator’ would be in charge maintaining communications between the state tourism agency and each county’s tourism employees. The ‘Tourism Coordinator’ position would entail a large workload, but would certainly be feasible once the person became familiar with the southwest central Indiana region. If no additional employees are added, a lack of tourism development capacity in the region may persist. Simply increasing communication efforts between the Indiana Office of Tourism Development and each county could help, but these efforts would certainly be bolstered through the addition a central, supporting staff member at Radius.
  • 22.     21   Tourism  Mapping   Interactive  Map   The mapping software we chose to create the interactive map is the free version of ArcGISOnline. Using this tool minimizes licensing cost issues and is a live interactive map that is user friendly. Initially, we were planning on creating different static maps showing attractions in each county, using ArcGIS software. However, we felt that an interactive map was the best way for users and potential tourists to access this information and view all of their trip options. After extensive web research, we found that most of the maps we were planning to create already exist but are all in different locations, are not specific to the 11 counties, and many were static. Creating an interactive map is a way to bring together all of this information and to tailor it to the southwest central Indiana area. Technical Aspects The map offers interactive layers users can turn on and off, according to their interests and the types of locations they would like to visit. Each location on the map gives a brief description, a picture, and a link to the website for further information. The information was taken from updates made to the existing inventory assessments for each of the eleven counties. The map includes 16 different layers that can be viewed individually or in conjunction with other layers. They are easily turned on and off with a “check box”. There are 11 layers showing attractions for each of the counties individually. In addition, we chose to add layers labeled Outdoor Recreation, Heritage, Arts and Culture, Wineries and Breweries, and Golf Courses for the eleven county area as a whole. The user can view the landmarks on a number of different base-maps. Some options for base-maps include: National Geographic, USGS National Map, and OpenStreetMap. Once created, the map is available to access from a web link and can be updated easily at any time. The software is very user friendly and does not require prior map creation experience. The link to the map or code can be uploaded to your website and can be accessed directly by users.
  • 23.     22   -Screenshot of the interactive map with every county selected -Screenshot of the interactive map with the “Golf Courses” tab selected
  • 24.     23   -Screenshot of the interactive map with the “Streets” base-map selected Static  Map   Due to time constraints, we created a static map using ArcMap showcasing the landmarks in Orange County, Indiana. To input each location, the exact coordinates have to be uploaded. The purpose for creating this map was to show a comparison to the interactive map and allows for greater analysis of spatial data. We believe that the purpose of this map would be specifically for internal use and possibly planning and economic initiatives. The specific spatial data can be accessed, manipulated, and analyzed through geographic information systems and may be useful in the planning of transportation infrastructure. However, we believe the interactive map to be much more useful for tourism purposes because of its user-friendly nature. Recommendations   • Interactive map: funds permitting, there is a subscription based version of ArcGIS Online that can provide the following additional features: o Perform spatial analysis o Add your organization’s logo and banner to your ArcGIS Online homepage o Includes technical support o Create a custom URL for your ArcGIS Online homepage o Make maps in Excel for Office o Greater storage capacity (>2GB) o Monitor usage information • Trails: Trails can be manually drawn onto the interactive ArcGIS Online map, if so desired.
  • 25.     24   • Story Maps: We created an example of a different type of interactive map using the ArcGIS Story Map Tool. We suggest this type of map to be used for visual representation of some of the recommended tours or individualized packages. However, we suggest no more than 20 landmarks. This map represents a different way to display information and allows for inclusion of audio, video, and other benefits of interactive maps. -Screen shot of the golf course story map -Screenshot of the golf course story map with an individual course selected
  • 26.     25   URLs  for  the  Maps   Interactive Map http://arcg.is/1Ef756B Golf Theme Map http://minahilt.maps.arcgis.com/apps/MapTour/?appid=8d289c3111b5457188143a743932c56d
  • 27.     26   Appendix     -Sample banner advertisement -Sample magazine advertisement Southern Indiana America's Hidden Gem VisitIndiana.c Goose Pond What treasures will you find? Southern Indiana America's Hidden Gem www.visitindiana.com  
  • 28.     27   -Sample full page magazine advertisement
  • 29.     28   -Sample billboard advertisement
  • 30.     29   Regional  Workforce  Development  Plan     WorkOne  Indiana:  Utilizing  Existing  State  Resources     The key to effective workforce development in Southwest Central Indiana lies in both the creation of new opportunities for jobseekers and employers, and the utilization of existing resources. Through the WorkOne network, the 11 county region has an established system of effective employment service providers, ranging from comprehensive adult education programs, employer referral relationships, and a vast array of hard and soft-skill workshops and resources. However, missing from the complex workforce development equation are the means to attract a greater number of jobseekers to utilize the benefits of WorkOne services. Additionally, opportunities exist for the centers to incorporate the best practices evident throughout the region and the state of Indiana to improve existing workforce impacts. In short, the programs exist and the programs work, the challenge lies in effectively marketing those programs to the people of Southwest Central Indiana. WorkOne centers offer a range of programs that directly address the problems outlined by the Battelle Strategic Plan. These include workshops on resume building, labor market information, interview preparations, education on, and referral to designated career pathways, and enrollment in specific occupational training seminars such as WorkKeys assessments and WorkINdiana referrals. In addition, WorkOne operates a complex network of employers looking for people to employ, and acts as a driver of regional cooperation. Despite the effectiveness and the range of programs available in a WorkOne center, they are difficult to find and utilize without direct visits to a center. While web presence for the region has been established, information, especially on the times and dates that training and workshops are offered, is difficult to find or nonexistent. Dramatically overhauling the existing website and increasing the overall web presence of the region, along with innovative strategies of marketing and awareness would ensure these programs are used to their full potential. In our assessment of the state of workforce development in Southwest Central Indiana, we identified the WorkOne centers as quality, under-utilized resources struggling with how to better attract interested jobseekers and employers. The below report outlines recommendations, best practices and strategies to ensure citizens of Southwest Central Indiana have access to the programs they need and deserve.
  • 31.     30   Regional  Presence  &  Function     The Battelle report outlines a strategic plan for workforce development in the 11 county region of Southwest Central Indiana. Of the six strategies identified to ignite economic growth and create community prosperity, the following strategies are most applicable to the internal and external order of WorkOne centers: • Advance a sense of regionalism • Advance workforce development through career immersion initiatives aligned with federal, state and local efforts • Focus retention, expansion and attraction efforts on those industry clusters that provide the greatest opportunity for economic growth in the region Currently WorkOne centers are available throughout 12 regions in the state of Indiana. The majority of Southwest Central Indiana’s WorkOne centers are located in Region 8 in the following counties: Monroe, Brown, Daviess, Greene, Lawrence, Martin, Orange, and Owen. Additional WorkOne centers that are among the 11 counties outlined in the Battelle report are located in Region 10, in Crawford and Washington counties, and Region 11 in Dubois County. Of the established WorkOne centers in Southwest Central Indiana, 7 out of 11 are full service centers while the others are Express. Express centers tend to be smaller in size and generally do not offer unemployment benefits assistance. All the WorkOne centers in Region 8 hold the same hours of operation, receive state funding for programs and workshops, and provide similar services for jobseekers. The Workforce Investment Act (WIA) of 1998 mandated that states establish “one-stop” career centers (i.e. WorkOne) as a means to better serve communities through federally funded programs in workforce development. The U.S. Departments of Labor, Health and Human Services, Education, and Housing and Urban Development (GAO 2008) provide the bulk of state funding for WorkOne training programs. The Workforce Innovation and Opportunity Act (WIOA) supersedes the WIA and will be in effect on July 1, 2015. The WIOA will place a greater emphasis on centers to achieve results for jobseekers, workers, and businesses through improved access to comprehensive services, more streamlined operations, and better public recognition (DOL 2015). WorkOne centers offer assistance in skills assessment, skill building, training, and career counseling. Online skills assessment tests such as Indiana Career Explorer (ICE) are used to help jobseekers explore career options and determine qualifications for employment. Training
  • 32.     31   workshops in Financial and Digital Literacy, Resume Writing and Interviewing Techniques, Career Exploration, Job Search Techniques, and Unemployment Insurance are also available on a monthly basis. Other training programs include High School Equivalency (HSE) courses and Adult Basic Education (ABE), which help high school students prepare for the GED and adult learners build skill in reading, writing, and math. WorkINdiana is another unique way for individuals to earn a high school equivalency certificate in addition to a career certificate in Advanced Manufacturing, Business Administration, Health Care, Hospitality, Information Technology, or Transportation and Logistics. Lastly, WorkOne centers help clients with the job search, process and serve as valuable links between employers and jobseekers by providing referrals to job openings, assisting with veteran services, and continuing career counseling services. The WorkOne center located in Bloomington, IN, currently functions as a regional hub for workforce development training and employment connections. The center receives on average 281 clients a day and accounts for 50 percent of the entire regional usage of WorkOne services. Although there is significant engagement in WorkOne services (e.g. approximately 12,000 individuals annually attend WorkOne organized workshops in the region), the Southwest Central region falls short compared to other regions in Indiana. For example, Region 9 has the highest percentage of adult education students enrolled in the WorkINdiana program (Region 8 is currently ranked number 4). As far as marketing and social outreach goes, Region 9, like Bloomington, does most advertising by community based word of mouth; receiving a large majority of clientele through referrals from local community and public organizations. Bloomington WorkOne partnerships include local economic development organizations, the Chamber of Commerce, City Government, and high school and post-secondary schools such as Hoosier Hills Food Bank and the Broadview learning Center. The Bloomington regional coordinator is also an active member of the Housing Authority board and organizes monthly job searches at the local Public library. Region 9, however, has a greater online presence and uses both Facebook and Twitter to inform the public about WorkOne services. A major benefit of using social media is that it is a cost effective way to get the word out to a large population. WorkOne flyers distributed to the Workforce Investment board, post offices, and community organizations are another effective strategy. WorkINdiana of region 9 is currently finalizing a flyer targeted to students graduating from high school but not going to college. The flyer encourages lifelong learning and provides information about enrollment in the WorkINdiana program.
  • 33.     32   To help maintain a sense of regionalism, Region 8 organizes bi-monthly management and leadership meetings with other WorkOne centers throughout the region to communicate upcoming workshops and events such as job fairs and training opportunities. The regional workforce team employs an education coordinator, training coordinator, and business services coordinator. Having a team dedicated to improving communication between regional WorkOne centers helps foster a sense of regionalism throughout Southwest Central Indiana by connecting jobseekers with employment opportunities and services located in other counties. Regional communication between centers is one way to advance workforce development, however, it is important for WorkOne centers to continue to improve upon marketing and social outreach in order to find better ways to connect jobseekers with WorkOne services.    
  • 34.     33   Strengths,  Weaknesses,  Opportunities,  and  Threats  (SWOT)   An analysis of WorkOne centers’ Strengths, Weaknesses, Opportunities, and Threats (SWOT) demonstrates that the WorkOne centers located in Southwest Central Indiana are highly functional and offer quality services that are effective in building a strong regional workforce. Continuing social outreach and better marketing of services, while maintaining communication between regional centers and job seekers, may help WorkOne centers serve a larger population across a wide range of disciplines and industries. In order to reach this goal, WorkOne centers must find innovative ways to market services while maintaining compliance with the state. Figure 1: SWOT Analysis of WorkOne Centers Strengths • High number of programs offered • Quality services and diversity in available programs • Connectivity with other centers in the region • Relationships with community education partners at the high school and university level • Continuum of care Weaknesses • Lack of marketing budget and capacity • Lack of online presence and website quality • Lack of published public opinion and positive reviews • Lack of staff capacity Opportunities • Partnerships with regional employers and training centers • Ability to serve a lot of people across a large range of disciplines and industries • Attracting clientele and increasing use of WorkOne services Threats • State oversight and overprotectiveness • Lack of marketing funding • Breakdown in regional communication and cooperation Website maintenance and regularly updating the regional workforce board is an obvious way that WorkOne centers can connect jobseekers with employment throughout the region. After an in depth overview of regional WorkOne websites throughout the state, it is evident that Southwest Central Indiana has the least developed and maintained site. Other WorkOne sites maintain an
  • 35.     34   updated and descriptive calendar of upcoming trainings and events located throughout the region at various WorkOne centers. Regional WorkOne boards also appear to be well organized and maintained, updating policy changes and including meeting minutes from regional Workforce development meetings. Improvement in mapping of WorkOne centers throughout the region with Google maps next to a clear presentation of location and hours of operation may also be a worthwhile update to the Southwest Central Indiana website. Additionally, customer service reviews and annually posting success stories from clients may increase usage of WorkOne services. Best  Practices     Many best practices exist both within Regions 8 and 11 and in other WorkOne regions throughout the state. The below practices have been identified as those with the greatest current impact and greatest potential for further impact if focused on throughout Southwest Central Indiana. • WorkKeys – an independent job skills assessment system that helps employers select, hire, train, develop, and retain a high-performance workforce. This series of tests measures foundational and soft skills and offers specialized assessments to target institutional needs. Without dedicated staff, the Bloomington WorkOne office alone assesses 3500 people a year, the 2nd largest number in Indiana. • ACT Certified Work Ready Communities – Operated concurrently with the WorkKeys assessments, this designation means that counties are “demonstrating with irrefutable data they have a skilled workforce that is valued by their local industry and a workforce development system in place that links education and workforce development together, aligns to economic development and matches people to jobs”. So far, the only county in Indiana to achieve this designation is Rush County. Application is done on the state or county level, and involves sending representatives to the ACT Work Ready Communities Academy for training and provision of resources. Richard Rampley, Operations and Business Services Director for WorkOne Region 8 has indicated that up to 6 counties in the SWC region would likely receive immediate certification should they apply. • WorkINdiana referrals - The WorkINdiana program allows adult learners to earn a high school equivalency certificate or improve skills in an Adult Education classroom. Certifications are offered in areas such as Advanced Manufacturing, Business Administration and Support, Health Care, Hospitality, Information Technology, or Transportation and Logistics. At this stage, 311 career certification programs are operating at 67 locations in cities across the state. • CNC Machining Training Courses – Regional training centers offering specific courses for CNC Machining in close partnership with interested employers, guaranteeing employment after completion of the program
  • 36.     35   • Regular regional management and leadership meetings – there is a continuous dialogue between Region 8 WorkOne centers including staff who have specific regional roles. Whilst similar information sharing relationships exist between WorkOne regions, they are not as formalized. • Mini Job Fairs – Organized with and centered on a single employer, emphasizing the capacity of one regional or local employer to employ a number of people and provide the requisite on-the-job training if they can be connected with potential applicants. WorkOne Bloomington has achieved significant success with this model. • Online testimonials – Positive reviews and descriptions of results achieved through WorkOne interventions and programs serve to increase interest and faith of jobseekers in the effectiveness and viability of WorkOne services. Challenges   Many challenges exist in the successful expansion and implementation of new processes within the WorkOne centers. Key challenges to overcome include: • Obtaining marketing funding – State funding for these centers is limited, and as a result marketing is generally done through cost effective and traditional means such as printed flyers. An increase in the marketing budget would likely have to come from a range of public and private sector partners, or occur in cooperation with other regional agencies with greater marketing capacity. • Hiring web development expertise and staff to maintain new website – Current staff have many additional roles, and funding and staffing limitations prevent assigning dedicated marketing employees. • Maintaining effective social media presence in accordance with state rules and regulations – Can be complicated to operate an effective social media presence with state oversight. • Ensuring all regional voices are heard and sites are treated equally – Smaller communities need to have equal voices and equal access to services. Staffing, funding and client participation issues can make this difficult.    
  • 37.     36   Recommendations     1. Pursue additional state funding or the possibility of private partnership funding for new and increased marketing initiatives 2. Overhaul the website including the addition of up-to-date online calendars, training and class schedules and testimonials. Increase functionality to provide clients with the ability make appointments and register for services remotely 3. Hire interns from area colleges or high schools for marketing, social media and web development and maintenance 4. Create a systematic process for the sharing of practices and techniques between WorkOne regions 5. Pursue accreditation as an ACT Certified Work Ready Community for all 11 Counties    
  • 38.     37   Stem  Initiatives:    A  Non-­‐Profit  Approach This section will outline the current state of STEM education in the United States, compare it to other countries, and discuss why it is critical to fulfilling regional and nationwide workforce development needs. Then potential solutions to the current situation will be explored in detail, including STEM programs and initiatives that may be useful to the region of focus. The section will conclude with a summary of proposed solutions to meet regional workforce development needs.   STEM  Education  in  United  States  vs.  Other  Countries     When compared to other developed countries, the quality of science, technology, engineering and mathematics (STEM) education in the United States is considerably lacking. The World Economic Forum ranks the United States 52nd in its quality of mathematics and science education offered to students.2 In addition, the United States ranks 27th among developed countries in the proportion of college students earning undergraduate degrees in science or engineering.3 Currently, more foreign students are studying in United States graduate schools than U.S. students, while two-thirds of engineers who receive PhD’s from U.S. universities are not U.S. citizens.4 Thus, the United States is becoming increasingly dependent on foreign scholars to fill workforce and leadership voids, primarily due to the decline in homegrown STEM talent. Many experts feel the United States’ position as a global leader is at risk due partially to the relatively few American students that are currently pursuing expertise in the fields of science, technology, engineering, and mathematics. In fact, only about 16 percent of American high school seniors are deemed “proficient” in mathematics and interested in pursuing a STEM career.5 Among those students who decide to pursue a college major in the STEM fields, merely half of them choose to work in a related career.6 Another concern pertains to the inadequate number of teachers skilled in teaching these subjects. According to Stella Royal, an administrator in the Bloomfield School District, finding qualified instructors to teach these courses has been extremely difficult. The Bloomfield School District has cycled through three STEM instructors in the same number of years. Mrs. Royal stressed the importance of continuity and consistency in                                                                                                                           2  "How  Does  U.S.  Compare  to  Other  Countries  in  STEM  Education?"  Level  Playing  Field  Institute,  Web.  22  Apr.  2015.   <http://www.lpfi.org/how-­‐does-­‐us-­‐compare-­‐other-­‐countries-­‐stem-­‐education>   3 Ibid. 4 Ibid. 5  Bertram,  Vince.  "Industry,  Educators  Build  In-­‐Roads  to  STEM  Success."  US  News.  U.S.  News  &  World  Report,  15  Aug.  2012.   Web.  22  Apr.  2015.  <http://www.usnews.com/news/blogs/stem-­‐education/2012/08/15/industry-­‐educators-­‐build-­‐in-­‐roads-­‐to-­‐ stem-­‐success>   6 Ibid.    
  • 39.     38   STEM instruction in order for these initiatives to be successful and to give students confidence in such programs. For this to happen, schools need access to properly trained STEM teachers. Overall student interest has been gradually rising over the past decade, as 1 in 4 of all high school students were excited about pursuing a STEM major or career.7 The main challenge, however, is keeping high school students attracted to such subjects. Even though the number of science and engineering jobs is expected to dramatically increase in coming years, approximately 60 percent of the nation’s students who begin high school interested in STEM change will their minds by graduation.8 Therefore, it is imperative to find ways to attract students to STEM learning and maintain their enthusiasm and interest in such areas. The demographics of students attracted to STEM fields suggest a significant gender and race gap. For example, male students are more than three times as likely to be interested in STEM as their female counterparts, and the gap appears to be widening.9 Also, across the country, Hispanic and African-American high school students have consistently lagged behind their Caucasian and Asian peers in STEM engagement.10 Recruiting and retaining underrepresented populations will be crucial to satisfying workforce needs and filling the increasing number of science and engineering jobs in upcoming years.   Importance  of  STEM  Education  Initiatives   Implementing and maintaining STEM initiatives will become even more important in upcoming years. Estimates show the United States will have over 1.2 million unfilled jobs in science, technology, engineering, and math by 2018.11 Moreover, STEM jobs are expected to grow by 17%, which is nearly double the rate of jobs in other sectors.12 More than 70 percent of STEM jobs in the future are projected to be in computing, including software engineers, computer networkers, and system analysts.13 These jobs will require properly trained workers with the appropriate skill sets. A chief concern is that there will be an abundance of unfilled positions accompanied by a population that is neither qualified nor prepared to fill them. Initiatives aimed                                                                                                                           7   Morrella,  Michael.  "Many  High  Schoolers  Giving  Up  on  STEM."  US  News.  U.S.  News  &  World  Report,  31  Jan.  2013.  Web.  22   Apr.  2015.  <http://www.usnews.com/news/blogs/stem-­‐education/2013/01/31/report-­‐many-­‐high-­‐schoolers-­‐giving-­‐up-­‐on-­‐ stem>   8 Ibid. 9 Ibid. 10 Ibid. 11  "Dow  and  Project  Lead  The  Way  Partner  to  Grow  STEM  Skills  in  Key  Dow  Communities."  PLTW.  Project  Lead  the  Way,  24  Feb.   2015.  Web.  22  Apr.  2015.  <https://www.pltw.org/news/items/201502-­‐dow-­‐and-­‐project-­‐lead-­‐way-­‐partner-­‐grow-­‐stem-­‐skills-­‐ key-­‐dow-­‐communities>.   12 Ibid.     13  Ibid.    
  • 40.     39   to improve student achievement through the implementation of new K-12 education standards in math and science, the creation of specialized STEM high schools, and partnerships between educators and businesses to address skills gaps will become even more important in coming years. STEM education initiatives can yield other positive benefits as well. The data and research in the field suggests that students prepared in STEM-related disciplines enjoy higher starting salaries and lower unemployment rates than the population at large.14 Many proponents of STEM education also suggest that an education based solely on the basics, such as reading, writing, and arithmetic does not adequately prepare future citizens to compete and succeed in the technological world. By requiring all students to study STEM disciplines, proponents argue that students will gain a more relevant and meaningful set of skills that prepares them for the future. 16.8 percent of Radius’ region’s workforce and 11 of the top 17 employers are related to manufacturing. Further implementation and maintenance of STEM initiatives as well as increased student engagement could go a long way in helping students acquire the skills necessary to fill such positions.   Potential  Solutions  for  Current  Situation   Project Lead The Way (PLTW), based in Indianapolis, IN, is the nation’s leading STEM provider, which delivers STEM programs to more than 6,500 elementary, middle, and high schools across the country. 15 University researchers have found that compared to non-PLTW students, PLTW students outperform their peers, are better prepared for post-secondary studies, and are more likely to consider careers as STEM fields. 16 PLTW approaches include collaborations with students, teachers, administrators and experts, as well as research and problem based programs, which prepare students to solve problems through knowledge application and leading their own learning.17 According to Stella Royal, the Bloomfield School District offers PLTW courses in its school system, such as introduction to engineering design, civil engineering, and principals of engineering. In 8th grade, the nine-week engineering technology classes provide students with basic information and help generate interest in related high school classes. However, Stella Royal points out that the main barriers for implementation of PLTW courses in the Bloomfield School District relate to a lack of PLTW certified teachers and the high cost of PLTW classes                                                                                                                           14  Tai,  Robert  H.  (2012).  An  Examination  of  the  Research  Literature  on  Project  Lead  the  Way,  Project  Lead  the  Way.   15  Project  Lead  the  Way,  “About  PTLW”,  <https://www.pltw.org/about-­‐pltw>   16  Project  Lead  the  Way,  “Our  Impact”,  <https://www.pltw.org/about-­‐us/our-­‐impact>   17  Project  Lead  the  Way,  “Our  Approach”,  <https://www.pltw.org/about-­‐us/our-­‐approach>  
  • 41.     40   (e.g., keeping equipment up to date). In addition to the Bloomfield School District, PLTW certified schools in Southwest Central Indiana include Jasper High School, Washington High School and Linton High School. Related research also identifies the main barriers to PLTW program implementation being high costs and teachers’ resistance to change for technology education. 18 19 Edison Middle School in Southern Wisconsin is a prime example of PLTW program implementation.20 At Edison, educators create an integrated STEM experience for all 7th and 8th grade students by incorporating PLTW’s Gateway to Technology (GTT) program. One highlight of this integration is the creation of the STEM Continuum Model. The STEM Continuum Model allows teachers to incorporate many PLTW project and inquiry-based approaches into math and science courses already being taught, while the school develops a culture emphasizing the value of STEM-related learning. The model also includes selecting and supporting a strong PLTW instructional team and reaching out to local businesses to gain support. Proposed  Solutions   “Prepare And Inspire: K-12 Education In Science, Technology, Engineering And Math (STEM) For America’s Future in 2010”, a report to the president, recommends enhancing STEM education through the building of common standards in STEM subjects, recruiting and training STEM teachers, creating STEM-focused schools, driving innovation in STEM educational technology, and creating more outside-classroom STEM activities for students.21 Supporting and building strong STEM teachers is extremely relevant to the current situation facing the SWC region of interest. As the difficulty Stella Royal pointed out in finding certified teachers to implement PLTW and other STEM initiatives, it is essential for schools to recruit and train more certified and high quality STEM teachers. The schools can utilize reward systems to incentivize teachers to become certified, such as recognizing and rewarding excellent teachers. We also recommend that school should incorporate STEM education into early education systems, particularly in elementary schools and middle schools. It is better for students to become familiar with STEM education at an early age in order to produce greater interest and comfort levels later in their academic careers. PLTW demonstrates a good example for developing STEM programs in early education schools. It implements the PLTW Launch                                                                                                                           18  Shields,  C.J,  (2007).    Barriers  to  the  Implementation  of  Project  Lead  the  Way  as  Perceived  by  Indiana  High  School  Principals,   Journal  of  Industrial  Teacher  Education,  Vol.  44,  No.  3.   19  Rodgers,  George  &  Mahler,  Marty,  (1992).  A  Comparison  of  the  Acceptance  of  Technology  Education  between  Idaho  and   Nebraska  Teachers,  American  Vocational  Association   20  Meeder  Consulting  Group,  (2012).  The  STEM  Schools  Project:  Case  Study,  Edison  Middle  School,   <http://nc3t.com/documents/EdisonCaseStudy.pdf>   21  President’s  Council  of  Advisors  on  Science  and  Technology,  (2010).  Report  to  the  President:  Prepare  and  Inspire:  K-­‐12   Education  in  Science,  Technology,  Engineering  and  Math  (STEM)  for  America’s  Future,   <https://www.whitehouse.gov/sites/default/files/microsites/ostp/pcast-­‐stemed-­‐report.pdf>  
  • 42.     41   program for K-5 students, which includes 24 modules aligned to grade-level standards, introducing basic knowledge of physics, biology, astronomy, geology, computer science, robotics and automation.22 In addition, there is the PLWT Gateway To Technology (GTT) program for middle school students, which introduces students to key technology concepts through foundation and specialized units. The foundation units include design and modeling, and automation and robotics while specialization units include introduction to computer science, energy & the environment, flight and space, green architecture, and the “magic of electrons”. 23 Although not all schools can integrate PLTW programs into their curricula, they can refer to the modules and contents included in PLTW programs and improve their own STEM education. Another consideration for the SWC region should be more consistent contact between regional employers and community schools. This has proven to be an effective strategy for the Bloomfield School District, as it has established a close working relationship with NSWC Crane. The partnership has allowed Bloomfield classes to visit Crane on day-long field trips in order to become familiar with the opportunities available at the naval base. Crane representatives have also visited classrooms to talk with students and participated in after school tutoring sessions with students. Increasing the number of partnerships in the SWC region could spur interest in STEM fields and introduce students to regional career opportunities at a young age. These partnerships could also provide older students a chance to participate in job shadowing and extracurricular opportunities as well as part-time positions that provide first-hand perspective and experience. Designating a school counselor as the point of contact in these partnerships would ensure consistent communication between the school and employer and help facilitate such partnerships.                                                                                                                           22  Project  Lead  the  Way,  (2014).  2015-­‐16  Launch  Module  Descriptions,  <https://www.pltw.org/sites/default/vfiles/2015-­‐ 16%20PLTW%20Launch%20Module%20Descriptions.pdf>   23  Project  Lead  the  Way,  PTLW  Gateway  Curriculum,  <https://www.pltw.org/our-­‐programs/pltw-­‐gateway/pltw-­‐gateway-­‐ curriculum>  
  • 43.     42   Afterschool  and  Summer  Education:  Privately  Funded   Programs   This portion of the Workforce Development initiative will consist of a comprehensive set of extracurricular activities to engage and prepare elementary school, middle school and high school students to enter the workforce community of Southwest Central Indiana. The components include mentoring, internships, technical education, soft skills and career placement coordinated with partnerships with industry leaders of the region. The Career Ready Outreach Initiative report prepared by Thomas P. Miller & Associates emphasizes building relationships between students and parents, school staff and employers. The following program recommendations build on the implementation of such a relationship to foster job eligibility preparation of current students. The purpose of these program recommendations is to ensure that students are well prepared for employment opportunities in regions that have high employment demand.   Existing  Regional  Programs   The state of Indiana currently operates Youth Afterschool Programs for K -12 youth throughout the state. These programs are also known as Out-of-School Time programs (OST) that “offer a wide range of hands-on learning and enrichment opportunities beyond school hours that prepare children and youth for success in school, work, college and life.” (Indiana Afterschool Network). These programs are offered throughout Indiana communities and include activities such as “building robots, creating art, solving real-world problems, being part of a team, exploring the world around them, contributing to their community, and preparing for college and careers (Indiana Afterschool Network). Through the Indiana Afterschool Network website, parents and students can become aware of many programs provided across different counties in Indiana State. At present, the 11-county Southwest Central Indiana region has implemented 22 different programs across the eligible K-12 population. Generally, a program is provided for one county, however, some of them are offered across multiple. Most programs focus on children from grades K-6 and only two programs cover the K-12 population. Almost all of the programs are designed for afterschool tutoring, sports activities, childcare, reading and writing, or games while some programs provide opportunities for science related activities such as computer labs.
  • 44.     43   Additionally, select programs offer opportunities for leadership skills development or are tailored for children with physical and mental disabilities (See Table 2). Table 2: Existing Regional Afterschool Programs: PROGRAM NAME ACTIVITIES AGES SERVED COUNTIES SERVED A Kid’s Place Camp runs; Crafts; Interactive games Kindergarten – 6th grade Dubois ABC’s & 123’s Daycare Kindergarten readiness; Tutoring and homework assistance Kindergarten – 6th grade Washington ABC-Stewart Montessori School Individualized instruction of math, science, language arts, reading, Spanish, history, geography, music, art, technology, and PE Kindergarten – 6th grade Brown; Monroe Anderson Woods Summer Camp Service for children and adults with physical and mental disabilities Kindergarten – 12th grade All eleven counties Boys & Girls/ C.A.R.E. Program Homework help; Tutoring; Academic enrichment activities Kindergarten – 6th grade Crawford Brown County YMCA Day Camps Games; Outdoor adventures; Arts and Crafts; Field trips Kindergarten – 7th grade Brown; Monroe Camp R.O.C.K.S! – Easter Seals/Crossroads Overnight camp 5th grade – 12th grade All eleven counties Cathleen’s Kid Care Indoor activities; Preschool; Summer camp; Before/after school care Kindergarten – 8th grade Greene; Monroe; Owen Daviess County Family YMCA Mentoring; Tutoring homework; Learning activities; Summer camp Kindergarten – 6th grade Daviess Girls Incorporated of Monroe County Focusing on girls - Learning activities; Sports; Personality/characteristics Kindergarten – 12th grade Monroe
  • 45.     44   development Hoosier Uplands 21st CCLC Afterschool Literacy and reading skills Kindergarten – 5th grade Lawrence; Orange; Washington In His Hands Daycare Outdoor activities; Field trips Kindergarten – 8th grade Martin Jameson Camp Youth Leadership Leadership skills development 7th grade – 12th grade All eleven counties Kid City Field trips; Swimming Kindergarten – 7th grade Brown; Greene; Lawrence; Monroe; Owen Kids Zone Snacks; Homework assistance; Crafts; Games; Computer lab; Movies; Outdoor play Kindergarten – 6th grade Greene MCCSC Afterschool EdVentures Academic activities Kindergarten – 6th grade Monroe Rainbow’s End Child Care Center Character building; Homework help Kindergarten – 7th grade Crawford Rainbow’s End Pre- school and Child Care Center Learning activities Kindergarten – 5th grade Crawford Summer Advantage USA STEM; Sports; Mentoring; Learning activities; Field trips Kindergarten – 6th grade All eleven counties Tri-County YMCA Childcare; Leadership skills development; Academic activities Kindergarten – 6th grade Dubois Union Hospital Child Development Center Childcare; Summer program Kindergarten – 6th grade Greene WISH a program if the United Way of Daviess County Education Literacy skills development 1st grade Daviess
  • 46.     45   Strengths  of  Existing  Programming   • Multiple programs in one county are provided, thus providing parents and children with many different options • Programs offer a lot of interesting activities giving children the opportunity to pursue new interests outside the classroom • Different programs are offered periodically throughout the state, in accordance with school vacations and seasons. • Programs concentrate on academic with tutoring and mentoring available to improve children’s learning ability and skills • Programs provide a safe and comfortable environment for children. Weaknesses  of  Existing  Programming   ¡ Not comprehensive – programs tend to focus on academic achievement at the exclusion of other services ¡ Lack of centralization § Opportunities are provided by different organization or programs § Several similar programs are provided in the same area by different organizations. ¡ Not workforce focused --- little to no career development or awareness programming is offered for students through the existing programs ¡ Lack of technical educational opportunities --- Programs are geared more toward literacy skills or homework assistance, rather than STEM and Career Technical Education opportunities Table 2 indicates that most programs are designed for tutoring homework and academic skills development, meaning that in their current form they are not sufficient to adequately prepare students to enter the Southwest Central Indiana workforce in accordance with regional needs.    
  • 47.     46   Best  Practices     An example of quality Afterschool programming is the Science Bound Program at Purdue University. In 2002, Purdue University pioneered this new solution to address the lack of STEM education opportunities for Indiana school children. “Science Bound brings together resources from Purdue University, the Indianapolis Public School (IPS) system and the local business community” (Science Bound Program Purdue University, 2011). It also brings together critical stakeholders for a complete education, including students, parents, teachers, private industry partners, university faculty and staff. Partnering with local businesses and IPS helps to better prepare students for STEM careers. The Science Bound program has 4 main components: After School Workshops and Activities; Summer Camps, Internships, and Other Events; such as Parent Programs; and College Programs. Through those four major components, Science Bound provides academic mentoring and tutoring, STEM education, internships, and soft skills development. Science Bound program develops efficient ways to help students succeed in terms of both academic success and career direction. It keeps the focus of students’ academic enrichment and it also includes the focus of their career development and is on the whole a more comprehensive program compared to most afterschool regional programs in Indiana. Additionally, while centralized around Purdue University, the program also extends services to different regions. Recommendations     According to the research of the regional afterschool programs and the comparison of them with other successful programs, we have six recommendations: Partnership The key component to this combination of programs is that the funding and coordination is managed by the industry leading local businesses or companies that are facing a lack of eligible employees in Southwest Central Indiana. The partnership will consist of a relationship between these industries and local schools in the region so that the program can connect with students who are designated as potential employees for a corporation. The fund providers will be the industry leaders who are interested in investing in the developing workforce to help current students gain the experience and education necessary to obtain permanent employment with the local businesses once their secondary and technical education has been completed.
  • 48.     47   Mentoring The mentoring program should consist of one-on-one or small group mentoring sessions with K- 12 students and experienced employees of industry leading firms. The purpose of this program is for representatives of companies in need of eligible employees to build rapport with potential employee bases and help students develop much-needed soft skills. The mentoring relationships should begin with elementary school students and continue through high school to graduation. The mentors should consist of knowledgeable, skilled professionals with experience working with the industries that need qualified employees in Southwest Central Indiana. This mentoring relationship will familiarize students with the firms that seek qualified employee bases as the students become qualified potential employees and will also assist students in preparing for future job opportunities. They will be provided with the opportunity to learn about specific industry responsibilities, expectations, training requirements and positions. The mentoring sessions would occur on a regular basis, perhaps biweekly or monthly, to allow mentors to share experiences with students. Potential challenges include requiring the program administration to connect with all or select local elementary, middle and high schools in the region. The implementation of a mentoring program would require an attempt to reach all or as many as possible targeted students to participate in the program. This would require an extensive effort on behalf of the program administrators. Internships The internship component of the program will allow middle school and high school students to gain practical experience in specific industry sectors. The internships would take place during the summer vacation of each school year. Each year of the internship would build on previous experience to allow the student to progress toward the qualifications and skill set necessary to be prepared for permanent employment once the student has graduated high school or the necessary technical education program. The internships will be designed according to needs determined by the local business to allow students to learn and utilize the skills that will be needed once the student is able to be permanently employed. Technical Education • Link classroom education to real-work experiences • Make available more comprehensive information about the industries (employers) and their occupations